Original Research
Performance determinants of large-small business strategic alliances in South Africa
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
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 AfricaO. 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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