Alliance relationships and performance: an empirical investigation from Taiwan-based and China-based Taiwanese businesspeople in the information technology industry Online publication date: Tue, 21-Oct-2014
by Lu-Jui Chen, Wen-Ruey Lee
International Journal of Business Performance Management (IJBPM), Vol. 12, No. 3, 2011
Abstract: Variations in the information technology industry, the resources demanded, and the strategic management mechanisms inspire business interaction and the construction of relationships. This study examines a sample of 208 Taiwan-owned IT-related firms (158 located in Taiwan and 50 located in China) to explore the impacts of resource dependence and dedicated alliance functions on relationships and performance. The sample is divided into Taiwan-based and China-based Taiwanese businesspeople to test the path effects of the conceptual framework. The results show that an alliance relationship provides key effects for performance and satisfaction. We reveal that Taiwanese firms show a willingness to form an alliance relationship, whereas China-based Taiwanese businesspeople show greater consideration of overall operational strategy, valuing alliance performance over relationships.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Business Performance Management (IJBPM):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com
Our Blog 
Follow us on Twitter 
Visit us on Facebook