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Manager's intentions toward entering into strategic marketing alliances; an empirical investigation / created by Carmina Cavazos and Rajan Varadarajan

By: Contributor(s): Material type: TextTextSeries: Journal of Strategic Marketing ; Volume 20, number 7,Abingdon: Taylor and Francis, 2012-Content type:
  • text
Media type:
  • unmediated
Carrier type:
  • volume
Subject(s): Online resources: Summary: The precursors, processes, and outcomes associated with strategic alliances are shaped in important ways by the background of the decision-makers involved in alliance formation. Building on the theory of planned behavior and employing a multi-industry sample, the research reported investigates the relationship between a manager's attitudes, subjective norms and perceived behavioral control and intention to enter into strategic alliances, and the moderating effect of the manager's prior strategic alliance experience. The hypotheses are tested in the context of strategic marketing alliances. We discuss managerial isomorphism as a competing explanation for the study findings.
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Item type Current library Call number Vol info Status Notes Date due Barcode
Journal Article Journal Article Main Library - Special Collections HF5415.13 JOU (Browse shelf(Opens below)) Vol.20, No.7, pages 571-588 Not for loan For in-house use only

The precursors, processes, and outcomes associated with strategic alliances are shaped in important ways by the background of the decision-makers involved in alliance formation. Building on the theory of planned behavior and employing a multi-industry sample, the research reported investigates the relationship between a manager's attitudes, subjective norms and perceived behavioral control and intention to enter into strategic alliances, and the moderating effect of the manager's prior strategic alliance experience. The hypotheses are tested in the context of strategic marketing alliances. We discuss managerial isomorphism as a competing explanation for the study findings.

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