Partner‐diversity effects on alliance termination in the early stage of green alliance formation: Empirical evidence from carbon‐emission reduction projects in Latin America-Reference-Cited by-同舟云学术

Partner‐diversity effects on alliance termination in the early stage of green alliance formation: Empirical evidence from carbon‐emission reduction projects in Latin America

Published:2019-07-17 Issue:1 Volume:29 Page:250-261
ISSN:0964-4733
Container-title:Business Strategy and the Environment
language:en
Short-container-title:Bus Strat Env

Author:

Meschi Pierre‐Xavier¹,Norheim‐Hansen Anne²^ORCID

Affiliation:

1. IAE Aix‐Marseille (CERGAM, Aix‐Marseille Université) and SKEMA Business School Aix‐en‐Provence France

2. Department of Strategy, Sustainability & EntrepreneurshipKEDGE Business School Marseille France

Publisher

Wiley

Subject

Management, Monitoring, Policy and Law,Strategy and Management,Geography, Planning and Development,Business and International Management

Link

https://onlinelibrary.wiley.com/doi/pdf/10.1002/bse.2362

Reference54 articles.

1. Structural homophily or social asymmetry? The formation of alliances by poorly embedded firms

2. From Animosity to Affinity: The Interplay of Competing Logics and Interdependence in Cross-Sector Partnerships

3. Alliance Network Position, Embeddedness and Effects on the Carbon Performance of Firms in Emerging Economies

4. Adapting to Unfamiliar Environmental Events: A Look at the Evolution of Interpretation and Its Role in Strategic Change

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