The Affects of Practices of Governance and Leadership on Capabilities and Performance of Alliances
Year: 2008
Type: conference-paper
Abstract: In this study we aim to verify whether heterogeneity in alliance capabilities and performance can be attributed to the use of certain intra-firm governance practices and associated leadership behaviors.Our hypotheses build on the co-occurrence of stewardship governance and transformational leadership and the co-occurrence of agency governance and transactional leadership behavior.We suggest that transformational leadership behavior has a significant influence on the development of dynamic capabilities and subsequent alliance performance when it co-occurs with stewardship governance, whereas transactional leadership behavior has a significant influence on the alliance when partnering firms choose principal-agent type governance.Data from 369 alliances show that the positive relationship between transformational leadership and the development of dynamic capabilities is stronger with stewardship governance, and weaker with agency governance.In the case of stewardship governance, transactional leadership behavior too is significantly associated with dynamic and operational capability development.We conclude that alliance partners concentrating on stewardship governance and the full range of leadership behaviors improve their alliance performance by augmenting the dynamic and operational capability base.
Authors: Jochen Schweitzer, Siegfried P. Gudergan
Institution: University of Technology Sydney
Language: English
Subfield: Strategy and Management
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W2528561356