| Disentangling alliance management processes: decision making, politicality, and alliance performance (2008) | |||||||||||
Abstract | |||||||||||
| Using a sample of 106 organizations engaged in strategic alliances, we develop and test a framework of alliance-related organizational decision-making processes and their impact on alli-ance performance. With regard to direct effects, our results show a negative impact of decision-making recursiveness and no significant relationship for openness and procedural rationality. Acknowledging the importance of the organizations micropolitical context in which these deci-sion processes are embedded, we also test the moderating influence of politicality. Our findings provide support for our hypotheses that in a context of low politicality, the decision-making characteristics of openness and procedural rationality have a positive influence, whereas recur-siveness negatively affects alliance performance. In a context of high politicality, however, openness and procedural rationality exert a negative influence, and the negative impact of recur-siveness is aggravated. We suggest that alliance-related decision making cannot be adequately understood without explicitly considering the micropolitical context in organizations. | |||||||||||
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