The Influence of Complementarity, Compatibility, and Relationship Capital on Alliance Performance

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 institu...

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Bibliographic Details
Published inJournal of the Academy of Marketing Science Vol. 29; no. 4; pp. 358 - 373
Main Authors Sarkar, M., Echambadi, R., Cavusgil, S. T., Aulakh, P. S.
Format Journal Article
LanguageEnglish
Published New York Springer Nature B.V 01.10.2001
Subjects
Alliances
Collaboration
Competitive advantage
Construction industry
Global economy
Hypotheses
International
Literature reviews
Marketing
Partners
Society
Statistical analysis
Strategic management
Studies
Value creation
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Summary: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. This article empirically examines the impact of partner characteristics on the performance of alliances. In particular, it tests 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.
ISSN:0092-0703
1552-7824
DOI:10.1177/03079450094216