Authors: Ricarda B. Bouncken, William J. Lekse
Addresses: University of Bayreuth, Prieserstr. 2 D 95440 Bayreuth, Germany. ' University of Michigan, Dearborn, Michigan 48126, USA
Abstract: Research on alliances has largely neglected the empowered and participating employees who bring the alliance to life and promote its success. We thus explore the performance effects through participation of project managers in alliances. Specifically, we investigate two classes of effects; primary and secondary effects. Primary effects relate to the effect of participation on the advantageous project management style. Through the project management styles, we found statistically significant implications on our secondary effects, on three dimensions of alliance performance: relational, innovation and project management. We extend the investigation of participation into the effects of exogenous and endogenous uncertainties finding that technology uncertainty has a positive relation to a more social project management style.
Keywords: alliances; employee participation; project management; empowerment; primary effects; secondary effects; alliance performance; relational performance; exogenous uncertainties; endogenous uncertainties; technology uncertainty; social management; business environment; globalisation; globalization; competitiveness.
International Journal of Business Environment, 2010 Vol.3 No.2, pp.221 - 239
Published online: 15 Apr 2010 *Full-text access for editors Access for subscribers Purchase this article Comment on this article