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Conceptual, operational and methodological considerations in studying the trust-performance relation: A critical review of empirical research in international strategic alliances
University of Vaasa, Finland.
2011 (English)In: Firm-level internationalization, regionalism and globalization: Strategy, Performance and Institutional Change / [ed] Elaine Huston, Rudolf R. Sinkovics, Jenny Berrill, Palgrave Macmillan, 2011, 315-344 p.Chapter in book (Refereed)
Abstract [en]

To successfully grow and compete on intra-regional, bi-regional and global level, firms need to adopt cooperative behaviour through strategic alliances. The international business literature has observed the growing importance of strategic alliances (Beamish and Killing, 1997a, 1997b, 1997c; Contractor and Lorange, 2002; Reuer, 2004). International strategic alliances (ISAs) refer to inter-firm cooperative arrangements, whether based on equity or contract, that entail frequent interaction between autonomous firms based in different countries, for achieving the strategic objectives of the partner firms (Contractor and Lorange, 2002; Das and Teng, 2000). There are many types of strategic alliances, including horizontal alliances between competitors, vertical alliances between buyers and suppliers, and diagonal alliances between firms in different industries (Nooteboom, 1999).

Place, publisher, year, edition, pages
Palgrave Macmillan, 2011. 315-344 p.
Series
The Academy of International Business
National Category
Economics and Business
Research subject
Economy
Identifiers
URN: urn:nbn:se:lnu:diva-61942DOI: 10.1057/9780230305106_19ISBN: 978-1-349-33118-5 (print)ISBN: 978-0-230-30510-6 (electronic)OAI: oai:DiVA.org:lnu-61942DiVA: diva2:1085371
Available from: 2017-03-28 Created: 2017-03-28 Last updated: 2017-04-06Bibliographically approved

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CiteExportLink to record
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Citation style
  • apa
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Language
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