The asymmetric alliances are often considered as a ground favorable to the conflicts and to the opportunist behavior, as far as they escape the principle of win-win balance between partners. Consequently, the asymmetric alliances are perceived as unstable and short-lived way. We question this preconceived idea, from a comparative study led in Tunisia on eight cases of asymmetric alliances between small and medium-sized enterprise and Multinationals. The results of this study demonstrate that it is possible to prolong the asymmetric alliance to the advantage of all the dominant or dominated partners, on one hand when there is convergence in the mutual appreciation of the gains, and on the other hand when the evolution of the bargaining power is not unilateral. Paradoxically, the alliance is doomed to failure when the degree of asymmetry decreases; it becomes sustainable when the degree of asymmetry remains stable.
Notre recherche vise à étudier le choix et la dynamique de l’orientation stratégique (OS) dans le cadre des joint-ventures internationales (JVI) opérant dans un environnement incertain. En prenant l’exemple du Printemps arabe, nous conduisons une étude longitudinale de six cas de JVI entre PME tunisiennes et multinationales sur la période 2010-2016. Les résultats obtenus montrent que l’OS ne doit pas être figée et doit s’adapter aux conditions de l’environnement externe. Il ressort en outre que le choix, la dynamique et les résultats de l’orientation stratégique sont tributaires des facteurs de contingence internes liés au contexte collaboratif de la JVI.
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