Document Type

Dissertation

Degree

Doctor of Business Administration

Major/Program

<--Please Select Department-->

First Advisor's Name

Fred O. Walumbwa

First Advisor's Committee Title

Committee chair

Second Advisor's Name

Arun Upadhyay

Second Advisor's Committee Title

Committee member

Third Advisor's Name

George Marakas

Third Advisor's Committee Title

Committee memebr

Fourth Advisor's Name

Ronald Mesia

Fourth Advisor's Committee Title

Committee member

Keywords

Strategic alliance, success factors, property management

Date of Defense

5-13-2022

Abstract

Companies pursue strategies to grow sales and increase market share by developing a more effective process, expanding into a new market, or obtaining an advantage over a competitor. This dissertation aims to understand the relationship between five success factors (i.e., partner commitment, partner trust and coordination, partner interdependence, partner capabilities, & partner information sharing) of a strategic alliance partnership agreement and strategic alliance performance and the role of partner cultural differences in this relationship.

The overall goal of this dissertation is to understand how organizations can access the strengths, capabilities, knowledge, and trust that are paramount for strategic alliance in property management and to understand which success factors are deemed most valuable and important to those who work in the property management market segment that result in effective strategic alliance performance. An online survey was conducted using Mturk with about 523 participants vii from different organizations and sectors.

Although the dissertation uses previously validated instruments, a Confirmatory Factor Analysis (CFA) using SPSS AMOS v.27 was performed to assess the factor structure of the data. The hypothesized direct relationships were tested using structural equation modeling (SEM) hierarchical regression analysis and simple slope moderation analysis using SPSS v.27. Results for the direct relationships revealed that partner commitment, partner trust and coordination, partner interdependence, partner capabilities, and partner information sharing was positively related to strategic alliance performance.

Finally, the results revealed that the relationships between partner commitment and strategic alliance performance, partner trust and coordination and strategic alliance performance, partner interdependence and strategic alliance performance, partner capabilities and strategic alliance performance, and partner information sharing, and strategic alliance performance is higher when partner cultural difference is low rather than high. Implications of these findings are discussed.

Keywords: Strategic Alliance Formations, Strategic Alliance Performance, Partner Capabilities, Partner Interdependence, Partner Trust and Coordination, Partner Commitment, Partner Information Sharing, and Partner Cultural Difference.

Identifier

FIDC010709

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