Abstract
Selling alliances are one of the new organizational responses to the increased complexity faced by firms in high technology and other dynamic industries. This article draws on a series of in-depth interviews to uncover selling alliance management issues. The article then reports the results of an empirical investigation of one key issue: What differentiates effective from ineffective relationships between partner sales representatives? Results suggest that open communication, trust, and perceived interdependence are critical factors that differentiate high, medium, and low performing selling partner relationships; organization compatibility factors do not. The management implications of these findings are discussed.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
