Drivers and Barriers of Partner Switch in Interfirm Alliances

Recent research on the termination of interfirm alliances shows that firms also withdraw from alliances through alliance partner switch when they found options with higher match quality than the current partner. In this paper, we build on previous work in that field and develop a comprehensive conceptual model of drivers and barriers of partner switch in interfirm alliances. Based on matching theory, we define the rectification of alliance partner fit related to strategic need, social status and social power as the main drivers and switching costs, social embeddedness and social norms as the main barriers of partner switch. Further, we argue that market uncertainty, behavioral uncertainty, the financial strength and social status of the focal firm have a moderating effect on the drivers and barriers.