A dynamic theory of collaboration and decision-making

The model presented incorporates various causal and feedback loops in the structure of the dynamic decision-making processes and performance in non-equity alliances. According to this structure, partnership performance is driven mainly by the nature of the decision-making and implementation processes of the partners. These, in tune, are affected by two external influences, the setting in which the partnership is occurring (partnership setting) - such as the legal and market conditions, and the characteristics of the partnership itself (partnership arrangement) - such as whether such partnerships require specific informal and/or formal agreements. While we model these relationships and interactions explicitly, we also portray, in turn, how partnership performance aspects and the implementation processes influence the decision-making processes.