Entering into strategic alliances: an empirical test of the direct and interaction effects of managers' attitudes, subjective norms, and perceived behavioral control

Extant research has largely ignored the role that managers play in alliance formation. On the basis of the theory of planned behavior, the author examines the determinants of the direct causes of managerial intention, and whether or not the policy variables influence managerial intentions. Behavioral beliefs pertaining to competitive advantage interacted with the managers' evaluation of the motives for alliance formation. Hypotheses testing was performed using multiple regression and hierarchical regression analysis. Limitations and future research is presented.