Abstract
PurposeThe purpose of this paper is to develop a social exchange perspective of planned short‐term dyadic strategic alliances.Design/methodology/approachThe article adopts a conceptual approach drawing on social exchange theory to elicit innovative conclusions about short‐term dyadic strategic alliances.FindingsFinds that planned short‐term dyadic strategic alliances are difficult to manage, limit social control mechanisms, limit reciprocal activity and interrupt the development of trust.Practical implicationsThe article can help managers and analysts working in investment banking to understand the underlying causes of alliance instability and/or failure in their industry.Originality/valueThe article offers practical insights into the functioning and management of short‐term dyadic alliances which will be of interest to both researchers and practising managers.
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