 Management of alliances: performance effects of project managers' participationRicarda B. Bouncken and William J. Lekse International Journal of Business Environment, 2010, vol. 3, issue 2, 221-239 Abstract: Research on alliances has largely neglected the empowered and participating employees who bring the alliance to life and promote its success. We thus explore the performance effects through participation of project managers in alliances. Specifically, we investigate two classes of effects; primary and secondary effects. Primary effects relate to the effect of participation on the advantageous project management style. Through the project management styles, we found statistically significant implications on our secondary effects, on three dimensions of alliance performance: relational, innovation and project management. We extend the investigation of participation into the effects of exogenous and endogenous uncertainties finding that technology uncertainty has a positive relation to a more social project management style. Keywords: alliances; employee participation; project management; empowerment; primary effects; secondary effects; alliance performance; relational performance; exogenous uncertainties; endogenous uncertainties; technology uncertainty; social management; business environment; globalisation; globalization; competitiveness. (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:ids:ijbenv:v:3:y:2010:i:2:p:221-239 Access Statistics for this article More articles in International Journal of Business Environment from Inderscience Enterprises Ltd |
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