Towards a Theoretical Model for Strategic Alliance, and Partner Selection Among Small Medium Enterprises (SMES): A Research Agenda
Science Journal of Business and Management
Volume 4, Issue 1, February 2016, Pages: 1-7
Received: Jan. 19, 2016;
Accepted: Jan. 26, 2016;
Published: Feb. 17, 2016
Views 5044 Downloads 196
Richard Kioko Muthoka, Department of Business Administration, Kenyatta University, Nairobi, Kenya
James Kilika, Department of Business Administration, Kenyatta University, Nairobi, Kenya
Partner selection has been identified as a crucial stage in the formation of alliances and critical questions have been raised on the factors that influence different firms during the partner selection process and why a firm will choose one firm and not the other. A multidisciplinary theoretical perspective has been adopted in this paper in an effort to provide insights on how partner selection in alliances can be influence not only by contextual factors but also by top management teams. An integrative perspective is proposed and a conceptual framework suggested showing the link between strategic alliances, contextual factors and top management teams. In conceptualizing these constructs, it is proposed that macro-environmental factors and top management teams mediate the relationship between strategic choice and partner selection.
Richard Kioko Muthoka,
Towards a Theoretical Model for Strategic Alliance, and Partner Selection Among Small Medium Enterprises (SMES): A Research Agenda, Science Journal of Business and Management.
Vol. 4, No. 1,
2016, pp. 1-7.
Alexander, E., R. (2013). How organizations act together: Inter-organizational Coordination in Theory and Practice. New York; Routledge Taylor & Francis Group.
Child, J., Faulkner, D. & Tallman, S. B. (2005). Cooperative Strategy: Managing Alliances, Networks, and Joint Ventures. Oxford University Press, Oxford.
Culpan, R. (2002). Global Business Alliances: Theory and Practice. USA; Quorum Books.
Devlin, R. A., Grafton, R. Q., & Rowlands, D. (1998). Rights and Wrongs: A property rights perspective of Russia's market reforms. Antitrust Bulletin. 43.
Fink, M., & Kessler, A., (2010). Cooperation, Trust and Performance – Empirical Results from Three Countries. British Journal of Management. 21.
Geringer, J., M. (1991). Strategic Determinants of Partner Selection Criteria in International Joint Ventures. Journal of International Business Studies. 22(1).
Gils, A., V. & Zwart, P., S. (2009). Alliance Motives in SMES. An Explorative Conjoint Analysis Study. International Small Business Journal. 27(1).
Gulati, R. (1995). Social structure and alliance formation patterns: a longitudinal analysis. Administrative Science Quarterly. 40.
Gulati, R., Nohria, N., & Zaheer A. (2000). Strategic Networks. Strategic Management Journal. 21(3).
Hermelo, F., D., Hetiennot, H., & Vassolo, R., S. (2014). “Sources of performance heterogeneity in emerging economies”, The Journal of the Iberoamerican Academy of Management, 12 (2).
Hinterhuber, H., H., & Hirsch, A. (1998). Starting Up a Strategic Network. Thunderbird International Business Review. 40(3).
Hitt, M., A., Dacin, M., T., Levitas, E., Arregle., J. & Borza, A. (2000). Partner Selection in Emerging and Developed Market Contexts: Resource-Based and Organizational Learning Perspectives. The Academy of Management Journal. 43(3).
Hoskisson, R., E., Eden, L., Lau, C. M., Wright, M. (2000). Strategy in emerging Economies. Academy of Management Journal. 3(3).
Ireland, R., D., Hoskisson, R., E., & Hitt, M., A. (2009) 2009). Understanding Business strategy: Concept and cases. 2Ed. USA; South-Western.
John, R., Cox, H., Let to-Gillies, G., Grimwade, N., Allen, M., & Finn, E. (1997). Global Business Strategy, London, Thomson.
Klijn, E. Reuer, J., J. Buckley, P., J. Glaister, K., W. (2010). Combinations of partners’ joint venture formation motives. European Business Review. 22(6).
Kogut, B. (1988). Joint ventures: Theoretical and empirical perspectives. Strategic Management Journal. 9.
Llaneza, A., V., & García-Canal, E. (1998). Distinctive Features of Domestic and International Joint Ventures. Management International Review. 38(1).
Luo, Y. (2002). Capability exploitation and building in a foreign market: implications for multinational enterprises. Organization Science. 13(1).
Meyer, K., E. (2001). Institutions, transaction costs and entry mode choice. Journal of International Business Studies. 31.
Moeller, K. (2010). Partner selection, partner behaviour, and business network performance: An empirical study on German business networks. Journal of Accounting & Organizational Change. 6(1).
Nadkarni, S., & Barr, P., S. (2008). Environmental Context, Managerial Cognition, and Strategic Action: An Integrated View. Strategic Management Journal. 29(13).
Organization for Economic Co-operation and Development (OECD). (2000). Small and Medium-sized Enterprises: Local Strength, Global Reach. Policy Brief.
Schmidt, R., H. & Fellermann, S. (1993). On Explaining Strategic Alliances. Journal of Institutional and Theoretical Economics. 149(4).
Tong T., W., Reuer J., J., Peng M., W. (2008). International joint ventures and the value of growth options. Academy of Management Journal. 51(5).
Williamson, O., E., (1985). The economic institutions of Capitalism. New York; Free Press.