Abstract
The study investigates managers’ expectations of contributions towards a strategic alliance. In order to achieve this objective, a case study of a British Small and Medium-sized Enterprise (SME), which has engaged in international strategic alliances and operates in the Information and Communication Technology (ICT) sector, is examined. The findings indicate that cultural issues may be the origin of problems in the mismatch of expectations on contributions connected to strategic alliance formation in the ICT sector. However, culture clashes are not the rule under this scenario. Congruency of the objectives of both partners in the integration process is also an important success factor as well as an open and clear communication between negotiators with regard to potential contributions. Additional research is deemed necessary to establish a deeper understanding of the significance of mismatch of expectations of contributions of partners in the formation of strategic alliances in the ICT sector.
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