Abstract
Organizations are using strategic alliances to develop competitive advantages in quality, innovation, and cost. To capture the potential synergies of these alliances requires that the partners develop long-term relationships. This study develops a model of strategic alliance relationship development based on the theory of cooperative and competitive goal interdependence. Thirty pairs of supplier and customer organizations in Xian, China participated in a survey where the supplier indicated the commitment and goal interdependence and the customer rated the relationship's long-term orientation. Results suggest that the commitment by both supplier and customer organizations to quality develop cooperative interdependence, which leads to effective strategic partnerships.
Original language | English |
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Pages (from-to) | 722-731 |
Number of pages | 10 |
Journal | Industrial Marketing Management |
Volume | 34 |
Issue number | 7 |
DOIs | |
Publication status | Published - 1 Oct 2005 |
Bibliographical note
Paper presented at the 20th Annual Industrial Marketing and Purchasing Conference (IMP), Sep 02-04, 2004, Copenhagen, Denmark.Funding
This work has been supported by the Research Grants Council of the Hong Kong Special Administrative Region, China (Project No. LC3004/98H) to the first two authors. The authors appreciate the able assistance of Zhang Wen Ji at Xian Jiatong University.
Keywords
- Strategic alliances; Quality; Goal interdependence; Long-term relationships