This study is premised on the assumption that because of increased globalisation the trend towards strategic alliances is going to increase in the 21st century. This is evident in the phenomenal growth towards the establishment of alliances the world over despite high failure rates. The study also makes an important assumption that a major cause of alliance failure is managerial in nature and therefore relates to the task performed by alliance managers.Whilst research in the West has attempted to focus on such failings, few researchers have attempted to understand the state of alliances in developing country contexts as well as the reasons for the lack of their successes or otherwise. This study therefore seeks to fill this gap by exploring the managerial issues surrounding alliance management in a developing country, Papua New Guinea. It was found that alliance managers in countries such as Papua New Guinea faced managerial challenges similar to those in their counterparts in developing countries. However, the similary ends there.The research demonstrated that governmental and socio-cultural factors predominate in the national and local environments.It also found that resource deficiencies made alliances highly susceptible to misalignment in strategic intent and structure.Several other findings are discussed in detail. The research resulted in the development of a holistic approach to the study and management of strategic alliances. / Doctor of Philosophy (PhD)
| Identifer | oai:union.ndltd.org:ADTP/182383 |
| Date | January 2004 |
| Creators | Kavanamur, David T., University of Western Sydney, College of Law and Business, School of Marketing and International Business |
| Source Sets | Australiasian Digital Theses Program |
| Language | English |
| Detected Language | English |
| Source | THESIS_CLAB_MIB_Kavanamur_D.xml |
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