strategic alliance mental models and strategic alliance team effectiveness

551 Pages·2006·4.88 MB·English

by  Baniyelme Zoogah

ALLIANCE MENTAL MODELS AND STRATEGIC ALLIANCE TEAM
EFFECTIVENESS

DISSERTATION

Presented in Partial Fulfillment of the Requirements for
the Degree of Doctor of Philosophy in the
Graduate School of The Ohio State University

By
David Baniyelme Zoogah, B.A., Dip. Ed., M.L.H.R., M.B.A.
*****
The Ohio State University
2006

Dissertation Committee:
Approved by
Dr. Raymond A. Noe, Adviser
Dr. Oded Shenkar
Dr. David Greenberger
__________________________
Adviser
Labor and Human Resources Graduate
Program

ABSTRACT

This study examined the relationship between alliance mental models and
strategic alliance team effectiveness using the input-process-output model of
team effectiveness. Strategic alliance team effectiveness and alliance team
processes were conceptualized as distal and proximal consequences of alliance
mental models respectively. Four antecedents of alliance mental models were
also proposed along with three contextual and two team-characteristic
moderators. Three research questions on the relationship between strategic
alliance team effectiveness and alliance team inputs, alliance mental models,
and alliance team processes were investigated.
Data were gathered from 109 alliance team members, 40 team leaders,
and 37 alliance executives from 19 organizations, 19 alliances, and 22 alliance
teams at two time periods using four web surveys. In Time 1, alliance team
members and team leaders responded to surveys on alliance team input and
team processes respectively. In Time 2, alliance team members and alliance
executives responded to surveys on alliance mental models and strategic
alliance team effectiveness respectively.
I used aggregation techniques to determine team level analyses, social
relations modeling (SRM) to index the content of alliance mental models, and
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Ordinary least squares (OLS) regression techniques to test hypotheses related to
main, moderator, and mediator effects
Significant main effects for alliance team inputs, alliance mental models,
and alliance team processes were found. However, these were overshadowed
by moderator effects related to contextual and team-characteristic variables.
Pre- and post-survey qualitative data analyses confirmed alliance mental models
in strategic alliance teams as well as the relationship between alliance mental
models and strategic alliance team effectiveness. The data also suggested that
the content of alliance mental models – functional interdependence and strategic
knowledge – was linked to alliance psychological precursors (i.e., antecedents)
and strategic alliance team effectiveness.
Theoretical and managerial implications for alliance management and
team research are discussed. Limitations related to the field-nature of the study
as well as content areas for future programmatic research aimed at enhancing
the nomological network of alliance mental models and strategic alliance team
effectiveness are also discussed.

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Dedicated to:
My Father, Kpelingatba Zoogah, who fought spiritually,
My Mother, Sopomimane Zoogah, who fought ‘physically’
My wife, Aleshia Zoogah, who fought occupationally,
and
My daughter, Coniah Zoogah, who will fight ethnically,
so that I may win the intellectual fight.

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ACKNOWLEDGEMENTS

I am indebted to my adviser, Raymond Noe, for bearing the pangs of my
intellectual birth. Without his conviction and belief in the value of the research, I
would not have conducted this study. His patience and tolerance for cross-
cultural adjustment, stylistic and scientific errors made me get through it. His
gentle prodding and encouragement pulled me up the academic ‘everest’ even
when others were pushing me down.
I thank Oded Shenkar for his advisorial role when I dared to cross the
micro-macro bridge. His conviction and belief in the value of my thesis was
inspirational and uplifting during the times I second-guessed spanning the
boundary. His advice on various aspects of this thesis was very encouraging.
Oded, ‘merci beaucoup pour tous!
I am grateful to David Greenberger for his advice and support. His
stimulating discussion on some aspects of this thesis was very valuable and
significant.
I thank Mike Peng, who, like Oded Shenkar, supported me academically
and socially. His academic and social advice was very invaluable. Mike, I owe
you more than words can describe. So, I say thanks a zillion!
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I thank Stephen Hills for his moral support. In addition, I thank the Center
for International Business Education and Research (CIBER) for supporting the
research with a grant. That financial contribution enabled me to pay for
development of the web survey as well as purchase some software for data
analysis.
I thank my mother-, father-, and sister-in-laws for their support. They took
care of Coniah so that I could take care of my academic duties. I appreciate their
help very much.
My gratitude to Sarah Schaff, Greg Fox, David McCamey, Harry Coleman,
Kofi Asante, Kim Robinson, and Keown Woody whose varied and contextual
support enabled me get through the dissertation. I am also grateful to all the
alliance managers, team members, team leaders, and alliance executives who
participated in this study.
Finally, my sincere gratitude to all who answered “Yes” when I knocked on
the door: Ugo Nacciarone, sj; Sr Perpetua Acquah; Fr. Terry Charlton, sj; Fr.
Paul Rehling, Robert and Margaret Cloud, Dan Geeding, and Peter Bycio.

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VITA
September 30, 1966………………….Born – Sheagah, Ghana
1996……………………………………B. A., University of Cape Coast, Ghana
1996……………………………………Dip. Ed. University of Cape Coast, Ghana
1999……………………………………M.B.A., Xavier University, Cincinnati, Ohio
2004……………………………………M.L.H.R., The Ohio State University,
Columbus, Ohio.

PUBLICATIONS
Research Publication
1. Bycio, P. & Zoogah, B. (2002). Exercise Order in Assessment Center
Performance, Journal of Occupational and Organizational Psychology, (75): 109
114.

2. Queneau, H. & Zoogah. B. (2002). Preference Discrimination and Faculty
Diversity, The Social Science Journal (39), 483-488

3. Zoogah, B. (2005). Institutional Alliances, Skill Development, and
Economic Development of African Countries. Ghana Journal of Development
Studies, 2 (1): 186-210).

4. Zoogah, B. (In Press). Attitudinal and Social Determinants of Employees’
Participation in Development Activities. Ghana Journal of Development Studies.

FIELD OF STUDY
Major Field: Labor and Human Resources
Minor Field: Organizational Behavior

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TABLE OF CONTENTS
Page
Abstract ………………………………………………………………………... ii
Dedication …………………………………………………………………….. iv
Acknowledgements …………………………………………………………… v
Vita ………………………………………………………………………………. vi

List of Tables ……………………………………………………………………. xv
List of Figures…………………………………………………………………. xxiii

Chapters:

1. INTRODUCTION…………………………………………………………….. 1

1.1 Overview of the Problem…………………………………………….……. 1
1.1.1 Strategic Alliances…………………………………………………….…. 2
1.1.1.1 Operational Definition……………………………………………….…. 2
1.1.1.2 Characteristics……………………………..…………………………… 5
1.1.1.3 Categories …………………………………………………….….….… 5
1.1.1.4 Environment …………………………..……………………………..… 12
1.1.1.5 Motivations……………………………..……………………………….. 14
1.1.1.5.1 Mandated formation ………………………………………………… 14
1.1.1.5.2 Cost arguments ……………………………………………………… 14
1.1.1.5.3 Access to resources…………………………………………………. 15
1.1.1.5.4 Strategic positioning………..……................................................. 15
1.1.1.5.5 Learning……………………….……………………………………… 15
1.1.1.6 Evolution ……………………………………………………………….. 15
1.1.1.7 Effectiveness ………….. …………………….................................... 16
1.1.1.8 Problems ……………………………………………………………….. 19
1.1.1.9 Processes and Activities……………………………………………… 22
1.1.1.10 Management …………………………………………………………. 24
1.1.1.10.1 Alliance Manager…………………………………………………… 25
1.1.1.10.2 Alliance Team ……………………………………………………… 25
1.1.1.10.2.1 Effectiveness …………………………………………………….. 34
1.1.1.10.2.2 Competencies……………………………………………………. 35
1.1.1.10.2.2.1 Individual ………………………………………………………. 36
1.1.1.10.2.2.2 Team……………………………………………………………. 37
1.2 Problem Statement ……………………………………….……................ 43
1.3 Purpose of Study …………………………………………….……………. 47

2.LITERATURE REVIEW AND THEORY DEVELOPMENT..……………… 53
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2.1 Social Cognition ……………………………………………………………. 53
2.2 Team Cognition ……………………………………………………………. 54
2.2.1 Team Mental Models ………………………………….………………… 55
2.3 Alliance Cognition ………………………………………………................ 56
2.3.1 Definition ………………………………………………………………….. 58
2.3.2 Alliance cognition system ………………………………………………. 59
2.3.2.1 Cognitive precursors ………………………………………………….. 63
2.3.2.2 Alliance Cognition Process…….……………………………………… 67
2.3.2.2.1 Awareness ………………………..………………………………….. 67
2.3.2.2.2 Discernment ………………………................................................ 67
2.3.2.2.3 Diagnosis …………………………………………………………….. 71
2.3.2.2.4 Action …………………………………………………………………. 72
2.3.2.2.4.1 Processes………..…………………………………………………. 73
2.3.2.2.4.2 Activities……………..………...................................................... 74
2.3 Alliance Cognition Outcomes……………………………………………… 75
2.3.3 Alliance mental model systems……………………..………………….. 79
2.3.3.1 Characteristics …………………………….…………………………… 80
2.3.3.2 Configuration…………………………………………………………… 80
2.3.3.3 Levels …………………………….. …………………………………… 83
2.3.3.3.1 Individual alliance mental models .………………………………… 84
2.3.3.3.2 Alliance team mental models …..………………………………….. 88
2.3.3.2.2.1 Types of alliance team mental models………………………….. 91

3.HYPOTHESES….……………………………………………………………. 99

3.1 Framework for Strategic Alliance Team Effectiveness ……….............. 100
3.2 Conceptual Model ………………………………………………................ 104
3.2.1 Strategic Alliance Team Effectiveness … …………………………… 106
3.2.1.1. Alliance Team Performance ………………………………………. 109
3.2.1.2 Alliance Team Viability……. ………………………………………….. 110
3.2.2 Alliance Team Inputs ……………………………….............................. 110
3.2.2.1 Shared Efficacy ……………………………………………………….. 111
3.2.2.2 Alliance Team Empowerment ……………………………………….. 112
3.2.2.3 Alliance Team Trust …………………………………………………… 112
3.2.2.4 Alliance Team Commitment ………………………………………….. 115
3.2.3 Alliance Interaction Mental Model ……..………………………………. 117
3.2.3.1Definition ………………………………………………………………… 118
3.2.3.2 Functional Interdependence …………………………………………. 122
3.2.3.3 Strategic Knowledge……………………........................................... 125
3.2.4 Alliance Team Processes ………………………………………………. 128
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