The impact of resource-based practices on strategic alliance motivations in engineering and construction sector

Abstract

This study comprehensively evaluates the links between the resource-based theory and strategic alliance motivations and firm performance in engineering and construction sector. Results based on a sample of 159 manufactures indicate that there are statistical significances for the strategic motivations and management motivations and very acceptable statistical significance for the financial motivations. The regression model could not show any statistical relevance regarding the Technological motivations. This means that hypotheses H1, H2 and H3 are confirmed. The correlation between all variables was strong more than r = 0.3, p < 0.00. Support for predictions that the impact of resource-based approach on motivations and performance is in part contingent on their interrelationships and links with competitive strategy was limited.