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Erscheinungsjahr: 
2001
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[Journal:] South African Journal of Business Management [ISSN:] 2078-5976 [Volume:] 32 [Issue:] 3 [Publisher:] African Online Scientific Information Systems (AOSIS) [Place:] Cape Town [Year:] 2001 [Pages:] 41-51
Verlag: 
African Online Scientific Information Systems (AOSIS), Cape Town
Zusammenfassung: 
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.
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