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The legitimacy of strategic alliances: an institutional perspective
Author(s) -
Dacin M. Tina,
Oliver Christine,
Roy JeanPaul
Publication year - 2007
Publication title -
strategic management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 11.035
H-Index - 286
eISSN - 1097-0266
pISSN - 0143-2095
DOI - 10.1002/smj.577
Subject(s) - legitimacy , legitimation , alliance , perspective (graphical) , business , corporate governance , function (biology) , institutional theory , outcome (game theory) , industrial organization , political science , economics , management , microeconomics , politics , law , finance , artificial intelligence , evolutionary biology , computer science , biology
Drawing on an institutional perspective, this paper suggests that strategic alliances serve an important legitimating function for firms and that this role, mediated by alliance governance structure and partner selection preferences, has a significant influence on firm and alliance performance. A theoretical framework is proposed that identifies five types of legitimacy associated with strategic alliances and the specific conditions under which legitimation may be an important outcome of strategic alliances. Propositions are developed to explain when firms are most likely to enter into alliances for legitimacy purposes and how the legitimating role of strategic alliances contributes to firm and alliance performance. The paper concludes with a summary and implications of a legitimacy‐based view of alliances. Copyright © 2007 John Wiley & Sons, Ltd.