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dc.contributor.supervisor Dass, Parshotam (Business Administration) en
dc.contributor.author Fudge, Darcy
dc.date.accessioned 2011-01-12T20:01:54Z
dc.date.available 2011-01-12T20:01:54Z
dc.date.issued 2011-01-12T20:01:54Z
dc.identifier.uri http://hdl.handle.net/1993/4343
dc.description.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. en
dc.format.extent 950191 bytes
dc.format.mimetype application/pdf
dc.language.iso en_US
dc.subject Alliance en
dc.subject Business Strategy en
dc.subject Termination en
dc.title Change processes surrounding alliance termination en
dc.degree.discipline Management en
dc.contributor.examiningcommittee Bruning, Edward (Marketing) Horne, Lena (Textile Sciences) en
dc.degree.level Master of Science (M.Sc.) en
dc.description.note February 2011 en


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