Change processes surrounding alliance termination

dc.contributor.authorFudge, Darcy
dc.contributor.examiningcommitteeBruning, Edward (Marketing) Horne, Lena (Textile Sciences)en
dc.contributor.supervisorDass, Parshotam (Business Administration)en
dc.date.accessioned2011-01-12T20:01:54Z
dc.date.available2011-01-12T20:01:54Z
dc.date.issued2011-01-12T20:01:54Z
dc.degree.disciplineManagementen_US
dc.degree.levelMaster of Science (M.Sc.)en_US
dc.description.abstractThe 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.en
dc.description.noteFebruary 2011en
dc.format.extent950191 bytes
dc.format.mimetypeapplication/pdf
dc.identifier.urihttp://hdl.handle.net/1993/4343
dc.language.isoengen_US
dc.rightsopen accessen_US
dc.subjectAllianceen
dc.subjectBusiness Strategyen
dc.subjectTerminationen
dc.titleChange processes surrounding alliance terminationen
dc.typemaster thesisen_US
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