Management perspectives of high technology strategic alliance outcomes

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.

Citation

Powers, T.L. and Wilson, R.C. (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