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dc.contributor.authorZoogah, D.
dc.contributor.authorPeng, Mike
dc.date.accessioned2017-03-15T22:17:41Z
dc.date.available2017-03-15T22:17:41Z
dc.date.created2017-02-26T19:31:42Z
dc.date.issued2011
dc.identifier.citationZoogah, D. and Peng, M. 2011. What determines the performance of strategic alliance managers? Two lens model studies. Asia Pacific Journal of Management. 28 (3): pp. 483-508.
dc.identifier.urihttp://hdl.handle.net/20.500.11937/50175
dc.identifier.doi10.1007/s10490-009-9187-7
dc.description.abstract

Given the increasingly frequent call-often from macro, strategy researchers-for more micro-level probes into the drivers of strategic alliance performance, this article has responded to such a call by leveraging the organizational behavior (OB) and human resource (HR) literature on competencies. Based on two studies drawing on the lens model (Brunswik, 1954), we take on an important but little explored question: "What determines the performance of strategic alliance managers?" In Study 1 (a laboratory study), double system policy capturing results show a positive relationship between alliance competencies and performance judgments. In Study 2 (a field study), we investigate the evaluative behavior of alliance supervisors. Hierarchical linear modeling (HLM) results suggest that some structural, functional, and social competencies are evaluated as more important than other competencies in determining alliance managers' performance.

dc.publisherSpringer New York LLC
dc.titleWhat determines the performance of strategic alliance managers? Two lens model studies
dc.typeJournal Article
dcterms.source.volume28
dcterms.source.number3
dcterms.source.startPage483
dcterms.source.endPage508
dcterms.source.issn0217-4561
dcterms.source.titleAsia Pacific Journal of Management
curtin.departmentSchool of Management
curtin.accessStatusFulltext not available


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