The dynamic process through which latent differences in business models of partners escalate into daily operational conflicts within exploitation alliances remains insufficiently explained. This study examines how alignment in partner business models influences operational conflicts, a key determinant of exploitation alliance sustainability. Questionnaire data from 110 experts in Chinese residential joint ventures (JVs) were used to test the proposed hypotheses. The findings indicate that key resources (KRs) and profit formula (PF) indirectly affect operational conflicts through jointly established core business standards (CBSs). Counterintuitively, these standards significantly increase operational conflict risks (OCRs) when they institutionalize underlying misalignments, thereby acting as a full mediator. The results advance theory by clarifying the micro-process of institutionalized misalignment and refining the Resource-Based View (RBV) in alliance contexts. Practically, the study highlights the importance of conducting thorough ex-ante business model analysis, co-creating operational standards, and undertaking continuous alignment reviews to mitigate conflict and enhance JV viability.
Wang et al. (2026) studied this question.