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This paper presents a conceptual model of partners’ assessment of the performance of their co-partners in a collaborative relationship. The model’s usefulness has been illustrated through a study of 12 collaborative arrangements between Danish and Ghanaian companies. The results indicate gaps in partners’ expectations and perceived performance of their co-partners. The perceptual gaps have been explained with reference to differences in motives of collaboration, intensity of interaction, cultural differences as well as the active involvement of a catalyst institution in the development of the relationship. The paper also draws attention to the policy and strategy implications of the empirical evidence. Key words: Ghana, Denmark, developing countries, strategic alliances, interfirm relations

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This page is a summary of: Collaboration between developed and developing country‐based firms: Danish‐Ghanaian experience, Journal of Business and Industrial Marketing, November 2002, Emerald,
DOI: 10.1108/08858620210442866.
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