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The model presented in this paper incorporates various causal and feedback loops in the structure of the dynamic decision-making processes and performance in non-equity alliances. According to this structure, partnership performance is driven mainly by the nature of the decision-making and implementation processes of the partners. These, in turn, are(More)
a r t i c l e i n f o We review and discuss recent developments in best–worst scaling (BWS) that allow researchers to measure items or objects on measurement scales with known properties. We note that BWS has some distinct advantages compared with other measurement approaches, such as category rating scales or paired comparisons. We demonstrate how to use(More)
The increasing complexity of business and social settings has lead to innovation becoming a strategic imperative. The need for innovation in the quest for competitive advantage also means that firms must be dynamic and flexible. This is often achieved through collaborative arrangements such as alliances. Many organizations form alliances by leveraging their(More)
This study has important implications for marketing theory and practice. In an era of turbulent market environments, the organisational ability to sense and seize market opportunities and to reconfigure the resource base accordingly, has significant effects on performance. This paper uses a dynamic capability framework to explain more explicitly the(More)
Data from two separate cross-industry samples confirmed the appropriateness of utilizing resource-based theory for explaining the determinants of strategic performance of non-equity alliances. Competencies, effort, adaptability and innovation were found to have significant positive influences on performance. Also, the creation of competencies through the(More)