Strategic Decision Processes in the Realm of Strategic Alliances
The George Washington University - School of Business
October 26, 2009
HANDBOOK OF RESEARCH STRATEGY PROCESS, pp. 371-411, Mazolla, P., Kellermanns, F. W., eds., Cheltenham, UK, Edward Elgar Publishing, 2009
This chapter constitutes, to the best of my knowledge, the first review of the empirical literature on strategic decision processes in the realm of strategic alliances. I focused my review on those decision processes that are strategic, i.e., that deal with the question of how alliance-related strategies are formulated and implemented, and what impact formulation and implementation have on alliance and partner firm performance. By providing a synthesis of empirical findings on decision processes in interfirm collaborations, I intend to make two contributions: (1) outline the substantial body of knowledge that this research stream — in contrast to the fragmented and incoherent body of research on general alliance processes (Bell et al. 2006; Hennart 2006) — has accumulated, and discuss both its academic and managerial relevance; and (2) based on this review, I suggest a number of promising avenues for future research.
Number of Pages in PDF File: 51
Keywords: Strategic alliances, strategic decision processes, literature reviewAccepted Paper Series
Date posted: September 9, 2011
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