Change processes surrounding alliance termination

Abstract

The in-depth case study of an alliance termination over a five-year period surrounding the termination of a critical infrastructure industry alliance represents a contribution to organizational scholars’ understanding of alliance termination and the political process under which the set of relationships and competition amongst the firms change. The study develops a process theory to explain the termination and the events that unfold following the termination. Termination is suggested to be an important aspect of the change process. By including termination as an antecedent to firm action, both the social movement and institutional entrepreneurship and the literature on alliance processes can benefit from understanding how termination may shape firm routines and relationship formation.