Original Research

Performance determinants of large-small business strategic alliances in South Africa

F. Ahwireng-Obeng, O. O. Egunjobi
South African Journal of Business Management | Vol 32, No 3 | a724 | DOI: https://doi.org/10.4102/sajbm.v32i3.724 | © 2018 F. Ahwireng-Obeng, O. O. Egunjobi | This work is licensed under CC Attribution 4.0
Submitted: 12 October 2018 | Published: 30 September 2001

About the author(s)

F. Ahwireng-Obeng, Graduate School of Business Management, University of the Witwatersrand, South Africa
O. O. Egunjobi, Graduate School of Business Administration, University of the Witwatersrand, South Africa

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The literature suggests that the success of strategic alliances between large and small firms is influenced by four broad factors: motivational, cultural and resource capability synergies; shared commitments, goals and roles; participative planning, operationalisation and administration; and regular open communications. This study suggests that even though mismatches and incongruencies may be evident, the alliance formation and endurance are influenced by two other factors: largely similar perceptions by both groups regarding the alliance’s performance determinants; and a strong expectation by the large firm group of high future net benefits from aligning with small firms. Performance is, invariably, contingent upon implementing a number of ‘pre-emptive’ steps during the course of the alliance.


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Crossref Citations

1. Trust in business alliances between mainstream and emerging companies in South Africa
Kgope P. Moalusi, Melinde Coetzee
Journal of Psychology in Africa  vol: 28  issue: 1  first page: 1  year: 2018  
doi: 10.1080/14330237.2018.1426813