Decisions at the Boundary
提出一个概念模型，解释战略联盟管理者如何同时应对来自本企业和合作伙伴的合法角色期望，以及企业期望的限制性如何受管理者创业精神和合作环境结构的影响。
Individuals in a firm tend to operate within a unifying set of organizational role expectations, but this is rarely the case in strategic alliances where different organizations’ interests and expectations are involved. In this conceptual article, we consider how alliance managers (AMs), the boundary spanners responsible for alliance success, navigate receiving firm-sent role expectations while also receiving legitimate partner-sent expectations. Role theory is incomplete regarding how AMs cope with this increasingly common, mixed-motive context and how the pull of the focal firm on AMs is affected. We address this theory gap by conceptualizing how the limiting nature of firm-sent expectations is affected by AMs’ receipt of legitimate partner-sent roles, and is moderated by AMs’ entrepreneurism and the structure of the interfirm collaborative environment.