Authors: Rohit Prabhudesai; Ch.V.V.S.N.V. Prasad
Addresses: Department of Economics, Birla Institute of Technology and Science Pilani, KK Birla Goa Campus, Sancoale-Goa, 403726, India ' Department of Economics, Birla Institute of Technology and Science Pilani, KK Birla Goa Campus, Sancoale-Goa, 403726, India
Abstract: As foreign firms and local SMEs in a market differ in their resources and sizes, the dynamics of strategic alliances formed between them are markedly different from the other types of cooperative ventures. Despite this, the extant literature has largely ignored the domain of SME international alliances and has focused mainly on the international alliances of large firms. The objective of this paper is to bridge this theoretical gap and provide integrated insights on the three domains of SME international alliances - formation, management and performance outcomes. To do so, the authors undertake case studies of four Indian SMEs in the manufacturing sector which have formed international alliances. Findings indicate that SMEs exhibit similarity across the three domains in their international alliances. The paper provides important research as well as practical implications.
Keywords: strategic alliance; international strategic alliance; small and medium enterprise alliance; SME alliance; SME international alliance; SME governance; trust; commitment; SME performance.
International Journal of Entrepreneurship and Small Business, 2018 Vol.35 No.1, pp.102 - 125
Available online: 17 Aug 2018 *Full-text access for editors Access for subscribers Purchase this article Comment on this article