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- Publisher Website: 10.1177/0149206316655872
- Scopus: eid_2-s2.0-85051295471
- WOS: WOS:000441035200014
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Article: The Double-Edged Effect of Contracts on Alliance Performance
Title | The Double-Edged Effect of Contracts on Alliance Performance |
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Authors | |
Keywords | conflict alliances performance control and coordination framing contracts |
Issue Date | 2018 |
Citation | Journal of Management, 2018, v. 44, n. 7, p. 2827-2858 How to Cite? |
Abstract | Despite substantial scholarly interest in the role of contracts in alliances, few studies have analyzed the mechanisms and conditions relevant to their influence on alliance performance. In this paper, we build on the information-processing view of the firm to study contracts as framing devices. We suggest that the effects of contracts depend on the types of provisions included and differentiate between the consequences of control and coordination provisions. Specifically, control provisions will increase the level of conflict between alliance partners, whereas coordination provisions will decrease such conflict. Conflict, in turn, reduces alliance performance, suggesting a mediated relationship between alliance contracts and performance. We also contribute to a better understanding of contextual influences on the consequences of contracts and investigate the interactions of each contractual function with both internal and external uncertainties. Key informant survey data on 171 alliances largely support our conceptual model. |
Persistent Identifier | http://hdl.handle.net/10722/301826 |
ISSN | 2023 Impact Factor: 9.3 2023 SCImago Journal Rankings: 7.539 |
ISI Accession Number ID |
DC Field | Value | Language |
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dc.contributor.author | Schilke, Oliver | - |
dc.contributor.author | Lumineau, Fabrice | - |
dc.date.accessioned | 2021-08-19T02:20:49Z | - |
dc.date.available | 2021-08-19T02:20:49Z | - |
dc.date.issued | 2018 | - |
dc.identifier.citation | Journal of Management, 2018, v. 44, n. 7, p. 2827-2858 | - |
dc.identifier.issn | 0149-2063 | - |
dc.identifier.uri | http://hdl.handle.net/10722/301826 | - |
dc.description.abstract | Despite substantial scholarly interest in the role of contracts in alliances, few studies have analyzed the mechanisms and conditions relevant to their influence on alliance performance. In this paper, we build on the information-processing view of the firm to study contracts as framing devices. We suggest that the effects of contracts depend on the types of provisions included and differentiate between the consequences of control and coordination provisions. Specifically, control provisions will increase the level of conflict between alliance partners, whereas coordination provisions will decrease such conflict. Conflict, in turn, reduces alliance performance, suggesting a mediated relationship between alliance contracts and performance. We also contribute to a better understanding of contextual influences on the consequences of contracts and investigate the interactions of each contractual function with both internal and external uncertainties. Key informant survey data on 171 alliances largely support our conceptual model. | - |
dc.language | eng | - |
dc.relation.ispartof | Journal of Management | - |
dc.subject | conflict | - |
dc.subject | alliances | - |
dc.subject | performance | - |
dc.subject | control and coordination | - |
dc.subject | framing | - |
dc.subject | contracts | - |
dc.title | The Double-Edged Effect of Contracts on Alliance Performance | - |
dc.type | Article | - |
dc.description.nature | link_to_subscribed_fulltext | - |
dc.identifier.doi | 10.1177/0149206316655872 | - |
dc.identifier.scopus | eid_2-s2.0-85051295471 | - |
dc.identifier.volume | 44 | - |
dc.identifier.issue | 7 | - |
dc.identifier.spage | 2827 | - |
dc.identifier.epage | 2858 | - |
dc.identifier.eissn | 1557-1211 | - |
dc.identifier.isi | WOS:000441035200014 | - |