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Full Length Research Paper
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Relationship
antecedents that impact on outcomes of strategic stakeholder
alliances
E. Botha1 and DLR van der
Waldt2*
1University
of Cape Town, South Africa.
2Tshwane
University of Technology, South Africa.
*Corresponding author. E-mail:
vanderwaldtd@tut.ac.za.
Accepted 3 June, 2010 |
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Abstract |
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The research aims to measure the reliability of applying the
three-stage model to strategic alliances and to propose
relationship antecedents that may impact on the outcome of
strategic alliances. Four relationship outcomes were used to
measure strategic alliances and were adopted from the seminal
work by Grunig and Huang (2000): 'Trust' relates to the
reliability and integrity of relationship partners; 'Commitment' results from relationship partners’ effort to
maintain the organisational relationship; 'Satisfaction'
encompasses both affection and emotion and is conceptualised as
a response to the reinforcement of positive expectations and
'Control
mutuality' refers to the equality of power and
decision-making practices that take place within an
organisational relationship. An electronic survey from a
sampling population of 2,500 members of The Institute for
Procurement and Supply, South Africa (IPSA), materialised in
only 154 workable questionnaires (n = 154). This study
investigates the impact on the outcome of the types of strategic
alliance, the industry, the size of the partnering organisations
and the duration thereof. Results indicated that the antecedents
did not have a significant influence on the outcomes of
strategic alliances. This introduces directions for future
research into whether and which antecedents impact on the
outcome of organisational relationships.
Key words:
Strategic alliances, relationship outcomes, trust, commitment,
satisfaction, control mutuality. |
