Competing and Cooperating Similarity in Global Strategic Alliances: An Exploratory Examination

Joo‐Heon Kim · Arvind Parkhe

151 citations0/0 files storedBritish Journal of Management

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Innovation and Knowledge Management International Business and FDI Business Strategy and Innovation

Abstract

We used two variables, competing similarity and cooperating similarity, in developing a comprehensive model that forces a simultaneous treatment of partner characteristics and partner capabilities in global strategic alliances. An empirical test of this model on a sample of 70 global strategic alliances indicated mixed support for our hypotheses, and suggested that competing similarity has a negative effect and cooperating similarity has a positive effect on alliance outcomes. Findings also show that deliberate ‘relational efforts’ mitigate the frictional effects of differences in partner characteristics.

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References

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