Handbook of Management Scales/Alliance performance
Alliance performance (alpha = 0.90)
A strategic alliance is defined as any extended cooperative agreement intended to jointly develop, manufacture, and/or distribute products.
- The objectives for which the collaboration was established are being met.
- Our firm is satisfied with the financial performance of the collaboration.
- Our foreign partner firm seems to be satisfied with the financial performance of the collaboration.
- Our firm is satisfied with the overall performance of the collaboration.
- Our foreign partner firm seems to be satisfied with the overall performance of the collaboration.
(1 - strongly disagree; 5 - strongly agree)
- Krishnan et al. (2006): When Does Trust Matter To Alliance Performance? The Academy of Management Journal, Vol. 49, No. 5, pp. 894–917.
In the second and third item it is assumed that the alliance has a financial goal. However, this might not always be the case, as the strategic goal could, for example, be related to innovation, sustainability, risk mitigation. In future surveys, these items might, thus, be adapted or replaced.
- Cooperation-based firm performance
- Team performance
- Value creation in interfirm alliances: Common benefit, private benefitcooperation, private benefitcompetition
Alliance performance (alpha = 0.91)
To measure the construct, the authors relied on scale items previously used by Geringer & Herbert (1991), Kale et al. (2002), and Saxton (1997).
This alliance is successful in the following manner:
- Produces the expected deliverables/results and meets its milestones. (0.83)
- Generates revenues or customer references that meet or exceed expectations. (0.77)
- Enables a high quality solution based on an integration of this partner’s and the firm’s technologies, products, and/or expertise. (0.81)
- Reduces time to market for launching products or solutions. (0.72)
- Generates new customers, products, or projects. (0.79)
- Achieves high end-user/customer satisfaction. (0.77)
- Receives positive recognition within the firm and this partner’s organization. (0.82)
- Has been or can potentially evolve into a long-term relationship. (0.78)
- Lavie et al. (2012): Organizational Differences, Relational Mechanisms, and Alliance Performance. Strategic Management Journal, Vol. 33, No. 13, pp. 1453–1479
Measurement might be formative, i.e., it the alliance might still not be successful in other dimensions of performance (e.g., performance related to sustainability).
- see above