A Dynamic Theory of Collaboration and Decision Making

The model presented in this paper incorporates various causal and feedback loops in the structure of the dynamic decision-making processes and performance in nonequity alliances. According to this structure, partnership performance is driven mainly by the nature of the decision-making and implementation processes of the partners. These, in turn, are affected by two external influences, the setting in which the partnership is occurring (partnership setting)—such as the legal and market conditions—and the characteristics of the partnership itself (partnership arrangement)—such as whether such partnerships require specific informal and/or formal agreements. While we model these relationships and interactions explicitly, we also portray, in turn, how partnership performance aspects and the implementation processes influence the decision-making processes.

• Type: Conference
• Year: 2002
• Where: HICSS
• Authors: Siegfried P. Gudergan, Gerhard P. Gudergan
• Keywords: Biometrics, Decision-making Processes, Dynamic Decision-making Processes, HICSS 2002, Partnership Performance