Strategic Alliance Magazine Q2 2016 - 37
F I N A N C I A L M E T R I C S O F PA R T N E R I N G
"These findings should send
every company a clear message:
Stop leaving money and value
on the table," Leonetti said.
"Using ASAP's frameworks,
processes, and practices, you
demonstrably drive more profit
and sales by leveraging your
partnership social capital. In
other words," he added, "ASAP
membership is good for your top
and bottom lines."
Methodology
The study is based on a three-stage mixed method design comprised of:
n Q
ualitative exploration of the concepts
obtained through interviews with senior
executives
n P
ilot study of the proposed survey by reviewing with business managers
n S urvey of ASAP membership
Credit: "6th State of Alliance Study: Social Capital &
Alliance Performance," by the Association of Strategic
Alliance Professionals, prepared by Shawn Wilson,
September 2016
"The Economics of Alliances, Social Capital, and Alliance
Performance," authored by Shawn Wilson.
Figure 2
Social Capital
Statistical Path Model
This highly statistically significant model derived from the study
verifies the importance of social capital in driving positive alliance
outcomes and supports the relevance of ASAP's Three Dimensional
Fit Model. While all dimensions of social capital were found to be
highly significant, the cognitive and structural dimensions (+++)
were reported as the strongest predictors of alliance performance.
While trust and goodwill (relational dimensions,+) are valuable,
the path model reinforces the importance of examining the unique
dimensions of social capital. Contrary to popular belief, there is
much more to social capital than just inter-firm "trust and goodwill."
37
SUMMER * 2016 | STRATEGIC ALLIANCE MAGAZINE
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