The inability of liner shipping leaders to gain acceptance by shipping alliances results in multibillion dollar annual losses in the container liner shipping industry. The purpose of this case study was to understand the role of intrafirm factors such as corporate culture and operational structure in firm leaders' acceptance by shipping alliances. Porter's strategy development and implementation theory within the context of the container liner shipping industry economic theory was the conceptual framework for this study. The data were collected using data and semistructured interviews of 20 participants related to a Middle East-based liner shipping company (MEBLSC). The data also included corporate documents, communications, protocols, and policies of MEBLSC. Interpretive case study analysis and inductive reasoning analysis of coded data revealed 2 main themes: (a) intrafirm factors influenced MEBLSC leaders' acceptance by shipping alliances through its alignment or lack of alignment with shipping alliances, and (b) a linkage existed between the 2 intrafirm areas where some operational constraints were symptoms of corporate culture elements. These themes suggest that suboptimal ships' sizes and the small and insignificant fleet size are symptoms of delayed decision making and unclear growth vision. Implications for positive social change include focusing organizational leaders' attention on intrafirm factors, thus improving liner firms' sustainability, enhancing employment, expanding investments, increasing tax revenue, and stabilizing service offerings.
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