SME’s Alliance Dynamics in the Mobile Marketing Industry

dc.contributor.authorHannibal, Martin
dc.contributor.authorRasmussen, Erik S.
dc.date.accessioned2012-05-16T10:20:56Z
dc.date.available2012-05-16T10:20:56Z
dc.date.issued2009
dc.description.abstractThis paper presents a case study of the two similar sized, new, technology-based firms acting as alliance partners in the Mobile commerce industry. The analysis describes how the alliance dynamics in our case study relate to seminal research in the field of business alliance formation. Contrary to the established predictions we find that the negative influence on alliance performance described as a consequence of the dissolved routinized alliance pattern by seminal authors is not present. At the same time, the case study shows that internalization of complementary assets does not by necessity result in dissolution of the business alliance as argued from a resource and competence based perspective.pt
dc.formatapplication/pdf
dc.identifier.issn1647-1989
dc.identifier.urihttp://hdl.handle.net/10437/2528
dc.language.isoporpt
dc.publisherEdições Universitárias Lusófonaspt
dc.rightsopenAccess
dc.subjectMARKETING INTERATIVOpt
dc.subjectCOMÉRCIO ELETRÓNICOpt
dc.titleSME’s Alliance Dynamics in the Mobile Marketing Industrypt
dc.typearticle

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