WHY DISSATISFIED MEMBERS STAY AND SATISFIED MEMBERS LEAVE: OPTIONS AVAILABLE AND EMBEDDEDNESS MITIGATING THE PERFORMANCE COMMITMENT RELATIONSHIP IN STRATEGIC ALLIANCES.
Academy of Management ProceedingsPublished 1 August 1994
Candace Young, Paul Olk
Citations5
SJR score0.14
SNIP0.05
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Abstract
Study investigated and found support for the joint influence of strategic alliance performance and dimensions of the context, dependence and embeddedness, on member commitment. Results also indicate that learning can lead to departure and that the relationship between context and commitment is different for satisfied and dissatisfied members.
Keywords
Business, Management and Accounting