Table of Contents

Research Companion to Emotion in Organizations

Research Companion to Emotion in Organizations

New Horizons in Management series

Edited by Neal M. Ashkanasy and Cary L. Cooper

This Companion brings together many leading scholars to address a wide range of topics in 38 chapters, across five levels of organizational analysis – including within-person, between-person (individual differences), relationships, groups, and the organization as a whole. Chapters tackle structure and measurement of emotion, antecedents and consequences of positive and negative emotions, including effects on work satisfaction and performance. The expression, recognition, and regulation of emotion and the propagation of mood and emotion in groups are also dealt with. The Companion explores contemporary issues including leadership, organizational climate and culture, as well as organizational change.

Chapter 35: Contested Meanings and Emotional Dynamics in Strategic Alliances

Rajesh Kumar

Subjects: business and management, organisational behaviour


Rajesh Kumar Introduction Strategic alliances are a preferred organizational form for many companies in a competitive global environment (e.g., Kumar & Nti, 1998; Das & Teng, 2000; Ariño et al., 2001; Shenkar & Reuer, 2005). Alliances permit a firm to share risk, accelerate entry into new markets, and/or learn from their partners, An alliance, as Luo (2005, p. 55) notes ‘is a loosely coupled system in which the investing parties interdependently share existing resources or jointly develop new resources while maintaining their respective parental identities and resource control’. Alliances encompass a wide variety of alternative organizational forms, ranging from non-equity ventures, to joint ventures. The popularity of alliances goes hand in hand with their instability (e.g., Das & Teng, 2000). Alliance instability refers to the unplanned termination of the alliance by one or more of the partners in the alliance (Inkpen & Beamish, 1997). A recent survey by Duysters et al. (2003) suggests that the instability rate could be in the range of 40–70 per cent. The issue of alliance instability has garnered a lot of attention in the literature and scholars have proposed a multitude of variables to explain instability. Hamel (1991) proposed that differences in the learning capability of the alliance partners created instability. Thus, a firm which was able to outlearn its partner would have no qualms in dissolving the alliance. Scholars have also recognized the importance of opportunistic behaviour among potential competitors and have noted that this is a precursor of instability (e.g., Kogut, 1988; Das & Teng, 2000;...

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