ESTILOS DE CRIANZA

From the literature review, communication and sound conflict resolution have been identified as highly significant in alliances by many researchers (Olson & Singsuwan 1997:252; Finnie 1998; Segil 1998a & b; Chan et al. 1997; Spekman et al. 2000; Segil 2001; More & McGrath 1996; Shaw 1997; Hutt et al. 2000; van Marrewijk 2004; Ryan & Morriss 2005; Taylor 2005).

From this research, it would be expected that there would be some level of significant relationship between ‘alliance is successful’ and the ‘alliance raises and solves

problems amicably to achieve common goals’.

These results confirm the research questions and propositions above, because when there is a significant relationship between 'alliance raises and solves problems amicably to achieve common goals’ and ‘alliance relationship is successful’, then this would mean that there is an alliance in practice and it is working. It would also be reasonable to state that this type of significant relationship would relate to the success effectiveness of the alliance.

It appears from this significant result in Tables 6.14 and 6.15 that there is a relationship between alliance success with another firm and the alliance has open communication to achieve common goals. This is the case and an important factor too, for when

Vanaja Karagiannidis Page 129 companies have open communication to achieve common goals, then the alliance can succeed. This would be a crucial aspect of alliance success for when this condition is satisfied, the alliance partners would have an environment to openly work together towards their vision and strategy, both tactical and operational. It would seem further, that this is important so that everyone can candidly express their issues and concerns, and for all parties to work together to achieve their aims.

It should also be noted that the chi square value is just over 40, which is the chi square statistic value of 39.25 where p=0.001. This infers an extremely strong relationship between these variables, virtually at a 99.9% confidence level, and not just at the 95% confidence level or the 99% confidence level.

In an operational sense, alliances will work (to some degree) because the alliance partners have an arrangement whereby they can raise and solve problems openly and amicably to achieve their common goals. When this is accomplished, there is no need to break up the alliance since it is performing well. Rather, this can be seen as growth of the alliance. If this were not the case for either one or both of the alliance partners, it would seem natural that the alliance would collapse. It would collapse under such a scenario when one party perceives that it is not achieving its goals while the other party is. Similarly, when the common goals begin to diverge, it is also possible that the alliance may not work. The same can be said about raising and solving problems in an alliance amicably.

Alliance partners are likely to have differences of opinion as to how to achieve success and when there are issues to address, and how can they achieve common goals? Alliance partners may perceive the concept of ‘solving problems amicably’ in a different manner from each other. This may be, over time, an issue that would need to be resolved.

Vanaja Karagiannidis Page 130 7.2.2.1 Does the Alliance Sharing Information in Coordinating Activities to Achieve

Common Goals Result in the Success of the Alliance?

From this research, it would be expected that there would be some level of significant relationship between ‘alliance is successful’ and the ‘alliance shares information in coordinating activities to achieve common goals’.

The results that were obtained from the research confirm the literature review which found quality of communication, information sharing and participation, have been communication attributes identified as critical to strategic alliance success (Daft & Lengel 1986, Ohmae 1990; Harbison & Pekar 1998; Mandal et al. 2003) and organisational success (Beamish & Killing 1997; Ryan & Morris 2005).

These results answer the research questions and propositions, because when there is a significant relationship between 'alliance shares information in coordinating activities to achieve common goals’ and ‘alliance relationship is successful’, then this would mean there is an alliance in practice.

It appears from the results that there is a relationship between alliance success and the sharing of information in coordinating activities to achieve common goals with another firm. This would appear to be the case and an is important factor since when

companies share information to achieve common goals, then the alliance would be a success. It would seem that this is a crucial aspect of alliance success since when this condition is satisfied, then the alliance partners share information in coordinating

activities and therefore create an environment to openly working together in all aspects of their operations. Sharing information in coordinating activities allows the parties to work together, know what each party is up to and how this affects the alliance, and when problems and issues may arise to quickly communicate to the relevant managers the action required to address these issues.

It is also important that everyone share information so that they can candidly express their issues and concerns, and for all parties to work together to achieve their aims. It

Vanaja Karagiannidis Page 131 should also be noted that the chi square value is approximating the chi square statistic of 32.00 where p=0.01. This infers a strong relationship between these variables, virtually at a 99% confidence level, and not just at the 95% confidence level. Therefore, quality of communication, information sharing and participation are communication attributes identified as critical to strategic alliance success (Daft & Legal 1986,Child & Faulkner 1998; Segil 1998a & b; Ohmae 1990; Harbison & Pekar 1998; Mandal et al. 2003; van Marrewijk 2004; Anslinger & Jenk 2004;) and organisational success (Beamish & Killing 1997; Ryan & Morris 2005).

7.2.3 Are Cooperative Satisfaction Factors Dependent on the Sustainability of an