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A theoretical framework of alliance performance: The role of trust, social capital and knowledge development

Published online by Cambridge University Press:  02 February 2015

Yuliani Suseno  and
Vanessa Ratten
Yuliani Suseno
Affiliation:
Aberdeen Business School, The Robert Gordon University, Aberdeen, UK
Vanessa Ratten
Affiliation:
Faculty of Business, Queensland University of Technology, Brisbane QLD, Australia
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Abstract

While studies on alliances have been substantial in the international business literature, much is still unexplored in understanding what alliance performance really is and how superior alliance performance is facilitated (Das & Teng 2003). Drawing from research on alliances, we develop a theoretical framework to examine alliance performance by integrating a partner analysis approach, focusing on alliance trust, alliance partners' social capital, and knowledge development from alliance relationships. We consider the level of mutual trust between alliance partners to be the precursor to such relationship (Das & Teng 1998). Trust, we argue, subsequently builds and enhances the partners' social capital. Two types of social capital are considered in this article: internal social capital and external social capital. In developing our framework, we further subscribe to the notion that knowledge is a contributing factor to superior alliance performance, and consider how such relationships influence the development of partners' knowledge in terms of the development in the tacit firm-specific and the more explicit market-specific knowledge. Key managerial implications and suggestions for future research are discussed.

Keywords

allianceknowledge developmentsocial capitaltrustperformancepartner analysis
Type
Research Article
Information
Journal of Management & Organization , Volume 13 , Issue 1 , March 2007 , pp. 4 - 23
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2007

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