The strategic alliance literature demonstrates that alliances create value for the partners, but also that many alliances fall short of expectations. This study addresses the complex issue of alliance performance. We follow 100 contractual alliances over a 5‐year period, and study their performance in terms of abrupt termination, short‐term performance, and long‐term performance. The results indicate that alliances that are considered strategically important are less likely to be abruptly terminated. We also find that newly established alliances have a higher termination rate than older alliances. Short‐term performance is primarily affected by access to complementary and strategically important resources, whereas long‐term performance is related to specific investments in human capital combined with the partners' ability to develop and expand alliance activities over time. Copyright © 2007 John Wiley & Sons, Ltd.

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PurposeThis paper aims to investigate the impact of a firm's marketing strategy on involving customers in new product development. Special attention is to be paid to three facets of a marketing strategy: product differentiation, competitor orientation and brand profiling emphasis.Design/methodology/approachA survey with quantitative questionnaires was used in the context of relationships between Norwegian suppliers and international buyers.FindingsTwo facets of marketing strategy, product differentiation and competitor orientation, positively impact customer involvement. Furthermore, specific investments dedicated to the relationship are also positively related to customer involvement, and customer involvement increases customer profitability.Research limitations/implicationsThe study relies on data from the suppliers, and future studies should also include customer data to explore possible effects of the customer's marketing strategy on joint involvement in new product development.Practical implicationsThe study shows that managers seeking to involve customers in product development should carefully develop their marketing strategy and build commitment through specific investments.Originality/valuePrevious studies show that firms can benefit from involving customers in new product development. This paper extends knowledge in the field by exploring how different facets of the firm's marketing strategy can increase or decrease the possibilities for involving customers.

Purpose -The purpose of this study is to develop new knowledge on corporate branding from a corporate social responsibility (CSR) perspective. The paper is particularly concerned with how environmental awareness can function as a specific CSR activity, and how environmental awareness can impact corporate brand. The paper also investigates the role of personal leadership, both within the company and externally, in developing an environmentally responsible company. Design/methodology/approach -The paper uses an explorative research method and studies one company within the Norwegian offshore oil and gas industry. The analysis is based on qualitative interview data. Findings -The study shows how the founder's role as "cultural architect" has a positive impact on how external constituents assess the image of the company, especially with regard to the company's innovations and its awareness of environmental issues, in two ways: first, it shapes, coordinates, energizes and leverages employees' attitudes and behaviors in relation to environmental issues; second, it thereby enforces a positive external reputation for the company, especially as a "green innovator". Research limitations/implications -The findings are induced from a case study of one company in a particular industry. The results may therefore not be applicable or generalizable to other companies or other industries. Practical implications -The study suggests that companies may gain reputational advantages and differentiation in integrating corporate social responsibility and environmental awareness as a core element of their business strategy. Originality/value -The paper contributes to the corporate branding literature by exploring the role of CSR, and in particular concern for environmental issues and personal leadership, in building corporate reputation and developing a strong corporate brand.

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