Strategic and tactical alliances: Do environmental non-profits manage them differently?

Michael Jay Polonsky, Kathryn Lefroy, Romana Garma and Norman Chia

Australasian marketing journal, 2011, vol. 19, issue 1, 43-51

Abstract: The effectiveness of an alliance may be influenced by a number of factors including managerial and power imbalances, conflict, organisational compatibility, prior history and the length of the relationship. While the relationships between these variables have been examined in the literature, no study to date has examined whether the perceived effectiveness of the alliance differs depending on whether the collaboration has a strategic or tactical emphasis. This study examines relationships in the context of alliances from environmental non-profit organisations’ perspectives. The findings indicate that there are differences in the factors influencing perceived alliance effectiveness and governance for tactical and strategic alliances. The implications of the findings are discussed and future research directions are identified.

Keywords: Alliances; Non-profit; Strategic; Tactical; NPOs; Environment (search for similar items in EconPapers)
Date: 2011
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (1)

Downloads: (external link)
http://www.sciencedirect.com/science/article/pii/S1441358210000893
Full text for ScienceDirect subscribers only

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:eee:aumajo:v:19:y:2011:i:1:p:43-51

DOI: 10.1016/j.ausmj.2010.11.006

Access Statistics for this article

Australasian marketing journal is currently edited by Roger Marshall

More articles in Australasian marketing journal from Elsevier
Bibliographic data for series maintained by Catherine Liu ().