Strategic Alliances between SMEs and Large Firms: An Exploration of the Dynamic Process

Senad Rothkegel; Ljiljana Erakovic; Debbie Shepherd

doi:10.5771/0935-9915-2006-1-50

Contents
- Chapter Expand | CollapseAuthorsPage
- 1–4 Titelei/Inhaltsverzeichnis 1–4
- 5–8 Editorial 5–8
- 9–29 Governing Explorative R&D Alliances: Searching for Effective Strategies Dries Faems, Maddy Janssens, René Bouwen, Bart Van Looy Dries Faems, Maddy Janssens, René Bouwen, Bart Van Looy 9–29
- 30–49 Procurement and Governance Management – Development of a Conceptual Procurement Model Based on Different Types of Control Per Erik Eriksson Per Erik Eriksson 30–49
- 50–71 Strategic Alliances between SMEs and Large Firms: An Exploration of the Dynamic Process Senad Rothkegel, Ljiljana Erakovic, Debbie Shepherd Senad Rothkegel, Ljiljana Erakovic, Debbie Shepherd 50–71
- 72–89 Grounding Trust in Inter-organizational Alliances: An Exploration of Trust Evolution Tally Hatzakis, Rosalind Searle Tally Hatzakis, Rosalind Searle 72–89
- 90–94 New Books 90–94
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mrev management revue , page 50 - 71

Strategic Alliances between SMEs and Large Firms: An Exploration of the Dynamic Process

Autoren

Senad Rothkegel Ljiljana Erakovic Debbie Shepherd

DOI
- doi.org/10.5771/0935-9915-2006-1-50
- ISSN: 0935-9915
- ISSN online: 1861-9908
Abstract

This paper explores the dynamics in strategic alliances between small and medium sized enterprises (SMEs) and large organisations (corporates). Despite the volumes written on this subject, few studies take into account this context of inter-organisational relationships. The dynamics in strategic partnerships between small and large organisations are potentially multifaceted and fraught with complexities and contradictions. The partner organisations bring diverse interests and resources to the strategic partnerships and these affect the dynamics of their relationships. Using the literature on strategic alliances, this article examines four such strategic partnerships in New Zealand. Results show that in order to increase the likelihood of successful collaboration, the alliance partners must understand the importance of building trust and a shared alliance purpose, and both of these must be communicated effectively at executive and operational levels.
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