A risk perception model of alliance structuring |
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| Institution: | 1. Department of Management, Zicklin School of Business, Baruch College, City University of New York, 17 Lexington Avenue, New York, NY 10010, USA;2. Department of Strategic Management and Public Policy, School of Business and Public Management, George Washington University, 2115 G Street, N.W., Washington, DC 20052, USA;1. Dipartimento di Energia, Ingegneria dell’Informazione e Modelli Matematici, Scuola Politecnica Ingegneria, Università di Palermo, I-90128 Palermo, Italy;2. I.N.F.N., Sezione di Torino, Italy;3. School of Management, Institute of Finance and IQSCS, University of Leicester, LE1 7RH Leicester, UK;1. Department of Information Management and Decision Sciences, School of Business Administration, Northeastern University, Shenyang 110167, China;2. State Key Laboratory of Synthetical Automation for Process Industries, Northeastern University, Shenyang 110819, China;1. Technical University of Munich, Campus Straubing for Biotechnology and Sustainability, 94315 Straubing, Germany;2. University of Maryland, Center for Global Sustainability, School of Public Policy, College Park, MD 20742, USA;3. University of Cambridge, Centre for Environment, Energy and Natural Resource Governance, Department of Land Economy, Cambridge CB3 9EP, United Kingdom;1. Department of Management, University of Turin, Corso Unione Sovietica 218/bis, Italy;2. Research Fellow of the Laboratory for International and Regional Economics, Graduate School of Economics and Management, Ural Federal University, Russia;3. Research Fellow in Management, University of Turin, Via Pessinetto, 12, 10149, Torino TO, Italy;1. Montpellier Business School / i3-CRG, Ecole Polytechnique, France;2. Umeå School of Business and Economics, Umeå University, Sweden;3. University of Montpellier, France |
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| Abstract: | The literature on the strategic alliance structuring process does not provide an adequate view of the role of decision-makers in that process, especially about how alliance partners form their structural preferences. Given the critical role of structure in alliance management, the decision-making process regarding the choice of an appropriate alliance structure deserves particular research attention. We propose a model of strategic alliance structuring that has managerial risk perception as its core. Our model consists of the following parts: the antecedents of risk perception, relational risk and performance risk, risk perception and structural preference, and the resolution of preferences. We suggest that the structural preferences of partners are based on their perceptions of relational risk and performance risk, and the overall objective is to minimize the total risk. We also develop a number of propositions as elaboration of the model to facilitate empirical research and the effective management of the structuring process. |
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