Structural preferences of strategic alliances: Risk perception and resource-based perspectives.
Item
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Title
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Structural preferences of strategic alliances: Risk perception and resource-based perspectives.
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Identifier
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AAI9908371
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identifier
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9908371
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Creator
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Teng, Bing-Sheng.
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Contributor
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Adviser: T. K. Das
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Date
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1998
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Language
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English
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Publisher
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City University of New York.
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Subject
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Business Administration, Management | Business Administration, General
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Abstract
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Strategic alliances differ greatly in their structural arrangements, including joint ventures, equity alliances, joint R&D, joint production, etc. Given this structural variety, the aim of this dissertation is to understand how the partners come to form their own structural preferences, an issue which has not been explored in the literature.;Thus, the principal focus of this dissertation was to propose two alliance structuring models: a risk perception model and a resource-based model. The risk perception model explains structural choices as the outcome of evaluating two key risk types in alliances: relational risk and performance risk. Relational risk is concerned with satisfactory cooperation, while performance risk is the hazard of not achieving alliance objectives, even though the partners cooperate fully. Alliance structural preference is based on the criterion of minimizing the overall level of these two types of risk.;The resource-based model accounts for partners' structural preferences through their respective resource profiles, which are defined by the composite of property-based and knowledge-based resources. Since strategic alliances are about accessing other firms' resources, alliance partners are motivated to appropriate others' resources as well as to protect their own in the alliances. Thus, depending on both firms' resource profiles, a firm will prefer the structure that facilitates both these above purposes.;The contributions of these two models are insights into individual firms' alliance structural preference, thereby supplementing the existing studies which examine the actual alliance structures only.;The second part of this thesis proposes procedures for carrying out an empirical study to test the two models. As a demonstration of this research process, a survey was undertaken with senior business executives of firms that formed strategic alliances recently. Over 900 top managers of U.S. alliance partner firms were sent a questionnaire. Fifty three usable returns were received. A number of statistical analyses were carried out, including logistic regression analysis and discriminant analysis. Since this survey was exploratory in nature and limited in terms of construct validity and sample size, future research should follow up on this demonstration and focus on instrument validation and large sample testing.
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Type
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dissertation
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Source
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PQT Legacy CUNY.xlsx
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degree
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Ph.D.
