Alliance Termination After Corporate Misconduct: An Integrated Model of Power and Scrutiny Effects

Building on social network theory and incorporating insights from the literature on corporate misconduct, this study examined how a firm’s centrality within a social network influences terminations of its strategic alliances following public allegations of corporate misconduct. Utilizing a sample of 264 publicly listed companies operating within the global computer industry, the study found an inverted U-shaped relationship between an accused firm’s centrality and terminations of its strategic alliances following corporate misconduct. This relationship was found to be influenced as well by media coverage and an accused firm’s brokering position. The findings underscore the multifaceted nature of centrality in the context of a corporate crisis, emphasizing its critical role in shaping the dynamics of inter-organizational partnerships.