Abstract
Much of the brand alliance literature focuses on the publicly espoused visible catalyst to alliance change, that of resource enhancement and market adaptation. This research suggests members are profoundly affected by less visible, less apparent constructs of system structure, governance, stakeholder aspiration pressures, and relationships. While the power to influence brand alliance decisions lies with executive membership, a system that lacks sufficient structure, governance, or relationships can disempower executive members, making them vulnerable to stakeholder aspiration pressure. Relationships can have an inverse effect enhancing a member’s agency to focus on their view of mission, create stability, and improve the predictability of the system.
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