Purpose - The main purposes of the study are to: test the strategic
alliance framework developed by Sambasivan et al. on the strategic
alliances with suppliers and customers, separately; and compare the
factors influencing strategic alliances with suppliers and customers
based on the results. The present study analyzes the effect of strategic
alliance motives, environment, asset specificity, perception of
opportunistic behavior, interdependence between supply chain partners,
and relational capital on strategic alliance outcomes.
Design/methodology/approach - A sample of 228 companies representing
different industries in manufacturing in Malaysia participated in the
study. The sampling frame used was Federation of Malaysian Manufacturers
directory. A questionnaire was distributed to all the companies. The
authors tested the structural model for 185 suppliers and 75 customers
using structural equation modelling. Findings - Based on the results,
the key differences in the strategic alliances with suppliers and
customers are: the relationship between environment and alliance motives
is stronger for alliances with suppliers, the relationship between
alliance motives and relational capital is significant for alliances
with customers, the relationship between asset specificity and
interdependence is significant for alliances with customers, the
relationship between perception of opportunistic behaviour and
relational capital is significant for alliances with customers, and the
relationship between perception of opportunistic behaviour and
interdependence is significant for alliances with suppliers.
Originality/value - The current study adds to the body of knowledge on
strategic alliances. The results can help supply chain managers identify
factors that influence the success of strategic alliances with
suppliers and customers and develop strategies to enhance effective
collaborative relationships between supply chain partners. The authors
specify the limitations and directions for future research.