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
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Richard Kioko Muthoka, Department of Business Administration, Kenyatta University, Nairobi, Kenya
James Kilika, Department of Business Administration, Kenyatta University, Nairobi, Kenya
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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.
Strategic Alliances, Networks, Partner Selection, Macro-environmental, Small Medium Enterprises, Competitive Advantage, Cognition
To cite this article
Richard Kioko Muthoka, James Kilika, 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. doi: 10.11648/j.sjbm.20160401.11
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This article is an open access article distributed under the Creative Commons Attribution License ( which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
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