Purpose – The main purposes of the study are to: test the strategic alliance framework developed by Sambasivan et al. on the strategic alliances with suppliers and customers, separately; and compare the factors influencing strategic alliances with suppliers and customers based on the results. The present study analyzes the effect of strategic alliance motives, environment, asset specificity, perception of opportunistic behavior, interdependence between supply chain partners, and relational capital on strategic alliance outcomes. Design/methodology/approach – A sample of 228 companies representing different industries in manufacturing in Malaysia participated in the study. The sampling frame used was Federation of Malaysian Manufacturers directory. A questionnaire was distributed to all the companies. The authors tested the structural model for 185 suppliers and 75 customers using structural equation modelling. Findings – Based on the results, the key differences in the strategic alliances with suppliers and customers are: the relationship between environment and alliance motives is stronger for alliances with suppliers, the relationship between alliance motives and relational capital is significant for alliances with customers, the relationship between asset specificity and interdependence is significant for alliances with customers, the relationship between perception of opportunistic behaviour and relational capital is significant for alliances with customers, and the relationship between perception of opportunistic behaviour and interdependence is significant for alliances with suppliers. Originality/value – The current study adds to the body of knowledge on strategic alliances. The results can help supply chain managers identify factors that influence the success of strategic alliances with suppliers and customers and develop strategies to enhance effective collaborative relationships between supply chain partners. The authors specify the limitations and directions for future research.
Abstract Purpose – The aims of this paper are: to argue the role of Kelley's personal relationship theory (PRT) in explaining the maintenance and success of alliance outcomes; to argue the inclusion of communication between supply chain partners as a major component of relationship capital in addition to trust and commitment; to test the impact of interdependence between supply chain partners on strategic alliance outcomes; and to test the role of relationship capital as a mediating construct between interdependence. Design/methodology/approach – A questionnaire was constructed and sent to 2,156 supply chain managers in Malaysia. The questionnaire captured three constructs: interdependence – task, goal and reward; relationship capital – trust, commitment, and communication; and strategic alliance outcomes – goal, value‐creation, and re‐evaluation. The companies were selected randomly from the Federation of Malaysian Manaufacturers (FMM) directory. Structural equation modeling (SEM) was used to test the hypotheses. Findings – The major findings are: communication must be included as a major component of relationship capital in addition to trust and commitment; Kelley's PRT plays a prominent role in explaining the maintenance and success of strategic alliance outcomes; interdependence has a significant relationship with relationship capital; relationship capital has a significant relationship with strategic alliance outcomes; and relationship capital acts as a pure mediator between interdependence and strategic alliance outcomes. Originality/value – This research contributes significantly to the theoretical and empirical developments that enrich the strategic alliance literature.
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