Abstract
Partner selection is critical for organisational performance for both core and non-core offerings of a firm. Using a multiple-case study, we analyse the partner selection process related to the firm’s non-core offerings. The analysis suggests that partner selection is a multiple-stage process rather than a single-stage process. Partners are evaluated against the first set of criteria comprising value offering and technological complexity, generating possible decision sets through trade-off. Once the first stage decision is favourable, partners are assessed against another set of criteria at the next stage. For low technological complexity, the criteria are propensity to scale up and competitive advantage, whereas for high technological complexity, the criteria are organisational compatibility and technological sophistication. The decision sets from the final stage conclude partner selection and possible on boarding.
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