Management perspectives of high technology strategic alliance outcomes

Thomas L. Powers (Graduate School of Management, University of Alabama at Birmingham, Birmingham, Alabama, USA)
Rachel C. Wilson (College of Business, Middle Tennessee State University, Murfreesboro, Tennessee, USA)

Journal of Strategy and Management

ISSN: 1755-425X

Publication date: 23 February 2010

Abstract

Purpose

The aim of this paper is to identify the benefits seen by management in high technology strategic alliances using a means‐end framework.

Design/methodology/approach

Qualitative interviews with firm executives were conducted and a survey was then administered. Structural equation modeling was used to test hypotheses derived from the qualitative stage of the research.

Findings

The results indicate that managers perceive that social, operational, and financial alliance attributes contribute to new product opportunities and increased profitability, which in turn enhances both shareholder value and the opportunity to create societal value.

Originality/value

In addition to the specific findings related to strategic alliances, the study represents an initial use of a means‐end framework to gather both firm‐level qualitative and quantitative data from executives.

Keywords

Citation

Powers, T. and Wilson, R. (2010), "Management perspectives of high technology strategic alliance outcomes", Journal of Strategy and Management, Vol. 3 No. 1, pp. 4-19. https://doi.org/10.1108/17554251011019387

Download as .RIS

Publisher

:

Emerald Group Publishing Limited

Copyright © 2010, Emerald Group Publishing Limited

Please note you might not have access to this content

You may be able to access this content by login via Shibboleth, Open Athens or with your Emerald account.
If you would like to contact us about accessing this content, click the button and fill out the form.
To rent this content from Deepdyve, please click the button.