Deceitful behaviors of alliance partners: potential and prevention

Abstract

Purpose

To provide decision makers in strategic alliances a risk‐time framework to: categorize types of potential deceitful behaviors by partners; and adopt appropriate deterrence mechanisms to curb and control such behavior.

Design/methodology/approach

The article identifies four types of deceitful behavior, based on: the degree of relational risk that characterizes interactions of a firm with its alliance partner; and the length of the deceit horizon.

Findings

Suggests a number of deterrence mechanisms for controlling the different types of deceitful behavior, with the aim of enhancing confidence in partner cooperation in alliances.

Practical implications

The article provides a practical template for alliance managers to decide what kinds of deterrence mechanisms to adopt on the basis of the type of perceived deceitful behavior of alliance partners.

Originality/value

The article responds to an unmet need of managers with alliance responsibilities for a framework to help select the most effective mechanisms to deter different kinds of potential deceitful behavior of alliance partners.

Citation

Das, T.K. (2005), "Deceitful behaviors of alliance partners: potential and prevention", Management Decision, Vol. 43 No. 5, pp. 706-719. https://doi.org/10.1108/00251740510597725