<oai_dc:dc xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
  <dc:creator>Tjemkes, Brian</dc:creator>
  <dc:creator>Furrer, Olivier</dc:creator>
  <dc:date>2010</dc:date>
  <dc:description xmlns:ns0="xml" ns0:lang="en">Purpose : Strategic alliances involve uncertainty, interdependence, and vulnerability,  which often create adverse situations. This paper seeks to understand how alliance  managers respond to these adverse situations by examining the influence of four  exchange variables on response strategies. Design/methodology/approach : A  scenario-based experiment provides empirical support for a typology consisting of  seven conceptually and empirically distinct response strategies: exit, opportunism,  aggressive voice, creative voice, considerate voice, patience, and neglect. Findings :  The results indicate that economic satisfaction, social satisfaction, alliance-specific  investments, and the availability of attractive alternatives differentially and interactively  affect response strategies. Research limitations/implications : The study offers two  main contributions to alliance literature. First, the seven response strategies  accurately represent reactions that alliance managers use to deal with adverse  situations. Second, the study findings validate and extend previous alliance research  by highlighting that a comprehensive response strategy typology is necessary to  disentangle the effects of the four exchange conditions on response strategy use,  which fosters theory development and managers’ ability to manage their alliances  effectively. Originality/value : The study contributes to the process perspective on  strategic alliances by highlighting the various response strategies that alliance  managers use to deal with adverse situations and their antecedents.</dc:description>
  <dc:format>application/pdf</dc:format>
  <dc:identifier>https://folia.unifr.ch/global/documents/303757</dc:identifier>
  <dc:identifier>https://folia.unifr.ch/documents/303757/files/2010_tjemkes_furrer_management_decision.pdf</dc:identifier>
  <dc:language>eng</dc:language>
  <dc:relation>info:eu-repo/semantics/altIdentifier/doi/10.1108/00251741011068806</dc:relation>
  <dc:rights>info:eu-repo/semantics/openAccess</dc:rights>
  <dc:rights>License undefined</dc:rights>
  <dc:source>Management Decision. - 2010, vol. 48, no. 7, p. 1103-1133</dc:source>
  <dc:subject xmlns:ns1="xml" ns1:lang="en">Strategic alliances</dc:subject>
  <dc:subject xmlns:ns2="xml" ns2:lang="en">Managers</dc:subject>
  <dc:subject>info:eu-repo/classification/udc/3</dc:subject>
  <dc:title xmlns:ns3="xml" ns3:lang="en">The antecedents of response strategies in strategic alliances</dc:title>
  <dc:type>http://purl.org/coar/resource_type/c_6501</dc:type>
</oai_dc:dc>
