Disentangling Alliance Management Processes: Decision Making, Politicality, and Alliance Performance
基于106家企业的样本，研究了联盟决策过程的三个特征（开放性、程序理性、递归性）对绩效的影响，并发现组织内部政治性会改变这些影响的方向和强度。
abstract Using a sample of 106 organizations engaged in strategic alliances, we develop and test a framework of alliance‐related organizational decision‐making processes and their impact on alliance performance. With regard to direct effects, our results show a negative impact of decision‐making recursiveness and no significant relationship for openness and procedural rationality. Acknowledging the importance of the organization's micropolitical context in which these decision processes are embedded, we also test the moderating influence of politicality. Our findings provide support for our hypotheses that in a context of low politicality, the decision‐making characteristics of openness and procedural rationality have a positive influence, whereas recursiveness negatively affects alliance performance. In a context of high politicality, however, openness and procedural rationality exert a negative influence, and the negative impact of recursiveness is aggravated. We suggest that alliance‐related decision making cannot be adequately understood without explicitly considering the micropolitical context in organizations.