Survival during a Crisis: Alliances by Singapore Firms

Abstract

In this study, we focus on the under‐researched issue of how environmental shocks impact alliance survival. We draw from several different theoretical perspectives such as industrial organization economics, managerial theories of the firm (such as agency theory) and institutional theories. We argue that the relationship between the occurrence of environmental shock and alliance survival is a contingent one. Specifically, we hypothesize that the following types of alliances will exhibit better likelihood of survival: alliances that yield a balance of short‐term and long‐term benefits (scale alliances) rather than purely long‐term benefits (link alliances); alliances that lead to either cost reduction or near‐term improvement in revenue realization (marketing alliances); and alliances that bring together partners from different economic regions (those involving Western and Asian partners). Based on an analysis of 348 alliances formed by Singapore firms, we find that marketing alliances and those involving at least one Western partner indeed exhibit a better likelihood of survival during the Asian economic crisis. We conclude that alliances that can enhance revenue potential in the short‐term are more robust to environmental shocks and that alliances can benefit from an effect similar to risk reduction through international diversification.

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