In: L'Expansion Management Review, 2014, vol. 3, no. 154, p. 43-50
De plus en plus d’entreprises industrielles ajoutent des services à leur offre pour se différencier. Les résultats d’une étude empirique sur leurs choix et leur performance.
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In: Management Decision, 2010, vol. 48, no. 7, p. 1103-1133
Purpose : Strategic alliances involve uncertainty, interdependence, and vulnerability, which often create adverse situations. This paper seeks to understand how alliance managers respond to these adverse situations by examining the influence of four exchange variables on response strategies. Design/methodology/approach : A scenario-based experiment provides empirical support for a typology...
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In: Long Range Planning, 2012, vol. 45, no. 5-6, p. 424-450
The few studies investigating partners’ response behavior in strategic alliances often fail to provide empirical support for a large proportion of the relationships they hypothesized. This discrepancy between theory and empirical findings could be attributed to a misconceptualization of response strategies as independent from each other. Indeed, response strategies could be better...
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