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Management perspectives of high technology strategic alliance outcomes

Management perspectives of high technology strategic alliance outcomes Purpose – The aim of this paper is to identify the benefits seen by management in high technology strategic alliances using a means‐end framework. Design/methodology/approach – Qualitative interviews with firm executives were conducted and a survey was then administered. Structural equation modeling was used to test hypotheses derived from the qualitative stage of the research. Findings – The results indicate that managers perceive that social, operational, and financial alliance attributes contribute to new product opportunities and increased profitability, which in turn enhances both shareholder value and the opportunity to create societal value. Originality/value – In addition to the specific findings related to strategic alliances, the study represents an initial use of a means‐end framework to gather both firm‐level qualitative and quantitative data from executives. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Strategy and Management Emerald Publishing

Management perspectives of high technology strategic alliance outcomes

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Publisher
Emerald Publishing
Copyright
Copyright © 2010 Emerald Group Publishing Limited. All rights reserved.
ISSN
1755-425X
DOI
10.1108/17554251011019387
Publisher site
See Article on Publisher Site

Abstract

Purpose – The aim of this paper is to identify the benefits seen by management in high technology strategic alliances using a means‐end framework. Design/methodology/approach – Qualitative interviews with firm executives were conducted and a survey was then administered. Structural equation modeling was used to test hypotheses derived from the qualitative stage of the research. Findings – The results indicate that managers perceive that social, operational, and financial alliance attributes contribute to new product opportunities and increased profitability, which in turn enhances both shareholder value and the opportunity to create societal value. Originality/value – In addition to the specific findings related to strategic alliances, the study represents an initial use of a means‐end framework to gather both firm‐level qualitative and quantitative data from executives.

Journal

Journal of Strategy and ManagementEmerald Publishing

Published: Feb 23, 2010

Keywords: Strategic alliances; Shareholders; Profit; Organizational performance; Business enterprise; Senior managers

References