Title

The Influence Of Complementarity, Compatibility, And Relationship Capital On Alliance Performance

Abstract

Value creation through alliances requires the simultaneous pursuit of partners with similar characteristics on certain dimensions and different characteristics on other dimensions. Partnering firms need to have different resource and capability profiles yet share similarities in their social institutions. In this article, the authors empirically examine the impact of partner characteristics on the performance of alliances. In particular, they test hypotheses related to both direct impact of partner characteristics on alliance performance and indirect effects through relational capital aspects of the alliance. Empirical results based on a sample of alliances in the global construction contracting industry suggest that complementarity in partner resources and compatibility in cultural and operational norms have different direct and indirect effects on alliance performance. Accordingly, organizational routines aimed at partner selection need to be complemented by relationship management routines to maximize the potential benefits from an alliance. Copyright © 2001 by Academy of Marketing Science.

Publication Date

1-1-2001

Publication Title

Journal of the Academy of Marketing Science

Volume

29

Issue

4

Number of Pages

358-373

Document Type

Article

Personal Identifier

scopus

DOI Link

https://doi.org/10.1177/03079450094216

Socpus ID

23044528602 (Scopus)

Source API URL

https://api.elsevier.com/content/abstract/scopus_id/23044528602

This document is currently not available here.

Share

COinS