Performance determinants of large-small business strategic alliances in South Africa
South African Journal of Business Management
| Field | Value | |
| Title | Performance determinants of large-small business strategic alliances in South Africa | |
| Creator | Ahwireng-Obeng, F. Egunjobi, O. O. | |
| Description | The literature suggests that the success of strategic alliances between large and small firms is influenced by four broad factors: motivational, cultural and resource capability synergies; shared commitments, goals and roles; participative planning, operationalisation and administration; and regular open communications. This study suggests that even though mismatches and incongruencies may be evident, the alliance formation and endurance are influenced by two other factors: largely similar perceptions by both groups regarding the alliance’s performance determinants; and a strong expectation by the large firm group of high future net benefits from aligning with small firms. Performance is, invariably, contingent upon implementing a number of ‘pre-emptive’ steps during the course of the alliance. | |
| Publisher | AOSIS | |
| Date | 2001-09-30 | |
| Identifier | 10.4102/sajbm.v32i3.724 | |
| Source | South African Journal of Business Management; Vol 32, No 3 (2001); 41-51 2078-5976 2078-5585 | |
| Language | eng | |
| Relation |
The following web links (URLs) may trigger a file download or direct you to an alternative webpage to gain access to a publication file format of the published article:
https://sajbm.org/index.php/sajbm/article/view/724/656
|
|
ADVERTISEMENT
