To measure the construct, the authors relied on scale items previously used by Harrigan (1988), Kale et al. (2000), and Parkhe (1991). Strategic fit relates to the alignment of aspects like merits of partners’ complementary resources, compatible businesses, and congruent strategic objectives (Das & Teng, 1997; Harrigan, 1988; Kale, Singh, & Perlmutter, 2000; Parkhe, 1991). In this alliance, the firm and this partner: Have a shared understanding of the alliance’s value proposition. (0.80) Have aligned objectives. (0.79) Operate in similar market segments (e.g., target the same customers). (0.64) Have compatible technologies, platforms, and/or products that can work together. (0.75) Have complementary skills and capabilities which together can create more value. (0.83) Have expertise compatible with each other’s technologies, platforms and/or products. (0.71) Share a similar vision about industry trends (e.g., dominant platforms, potential of emerging technologies, emerging markets). (0.77) Lavie et al. 33, No. 13, pp. 1453–1479 Items 4 and 7 might relate to operational rather than strategic fit.
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