Dynamics of the termination of global alliances: probing the past, analyzing the present and defining the frontiers for future research

Abstract

PurposeWhile the number of global alliance terminations in the business world has grown steadily during the past few decades, the scholarly literature on strategic alliance (SA) termination remains limited. This research paper aims to perform a bibliometric analysis of the literature on alliance termination and propose a model for future research agenda that links the termination phase to the pre-alliance termination phase and post alliance termination phase.Design/methodology/approachA search query on global alliance termination identified a total of 69 research papers from the Scopus database, and a bibliometric analysis was performed using the bibliometrix R-package and VOSviewer. The analysis further used the TCCM framework to review the set of papers.FindingsThis research analysis reveals that, compared to the pre-formation, formation, and process stages of alliances, limited research has been undertaken on global alliance termination. The bibliometric analysis and TCCM framework provide a complete view of the extant literature on global alliance termination from different dimensions and act as the which as the foundation for a developing the research agenda that links pre-alliance termination phase and post-alliance termination phase to that of alliance termination phase.Research limitations/implicationsThe proposed research agenda is unique as it integrates multiple phases in the alliance lifecycle with global alliance termination phase and develops a distinct view for future research that emphasizes on the post-alliance termination phase.Practical implicationsThe bibliometric analysis provides a precise snapshot of the state of the literature on global alliance termination. The research agenda developed provides a direction for further academic research that links alliance termination not only to pre-alliance termination phase but also to the post-alliance termination phase that is nascently explored in the literature.Originality/valueThis study is among the few to review and synthesize the literature on global alliance termination. It, therefore, functions as a catalyst to draw global scholars' attention. Further, it provides global researchers with direction by proposing a global research agenda.

International Partnership Failures in the Context of Family Small and Medium Enterprises Internationalisation

“…Consequently, firms aiming to expand internationally try to understand if the potential foreign partner is a suitable one or not. In doing so, firms usually filter out potential international partners by interpreting, giving meaning and making causal explanations on international partners' attributes (structural or behavioural), having as primary focus the success of their business goals (Andersen & Buvik, 2002;Parameswar et al, 2021). IP failures refer to the "unintended/unplanned termination or (perceived) unsuccessfulness of a relationship" (Oerlemans et al, 2007, p. 197).…”

“…Hence, family owners and managers could sacrifice significant family resources to enter or maintain in the international arena which would jeopardize the entire family's wealth and the survival of the family SME. Until recently international business research on IPs has mostly focused on the investigation of successful IPs (e.g., Leppäaho & Metsola, 2019;Sharma et al, 2019), whereas fewer studies have explored IP failures although research has shown that more than half of IPs fail (Nummela et al, 2016;Parameswar et al, 2021). Additionally, although limited, international business research has focused on the exploration of large multinational firms or internationalised SMEs.…”

“…Additionally, although limited, international business research has focused on the exploration of large multinational firms or internationalised SMEs. IP failures occur during a relationship developmental process where firms, in general, evaluate the behaviour of potential international partners (Nummela et al, 2016;Parameswar et al, 2021). Yet, in the context of family SMEs internationalisation, family managers' interpretation of the suitable potential international partners' behaviour can differ compared to SME managers' interpretations, when family SMEs evaluate potential partners (Cesinger et al, 2016;Metsola et al, 2021).…”

IJV partner relations in emerging markets: the importance of Greek partner's prior IJV experience

“…Concerning the IJV establishment and management stages studied herein, Parameswar et al (2021) identify the formation, management and termination phases and underline the importance of distinguishing the various life phases when studying ISAs. Moreover, Gulati et al (2012) and Gulati et al (2009) identify three distinct stages of alliances life cycle: partner selection, alliance design and postformation dynamics, the first two corresponding to IJV establishment and the third to IJV management stages.…”