Sustaining Strategic Alliances: Options and Guidelines

University training for entrepreneurial competencies: Its impact on intention of venture creation

“…Individuals who score high in this dimension are inclined to high risk behaviour, that is, they will consider the alternatives whose final consequences may be far from their framework of expectation of outcomes. For their part, subjects with a low inclination to risk will tend towards low-risk behaviour and will avoid the alternatives that could lead to outcomes that differ greatly from their expectations (Das and Teng 1997).…”

The role of knowledge embeddedness in the creation of synergies in strategic alliances

“…Trust is an important component of SA performance (synergy) because it provides for greater adaptability in an SA, as well as improves knowledge exchange, a key component of organizational learning and SA success (Dodgson, 1996;Das and Teng, 1997). Trust has often been liked to learning in the literature, where arguments include the notion that lack of trust may lead to competitive confusion about whether or not a partner is an ally (e.g., Powell et al, 1996) or low accuracy in the information exchange between partners (e.g., Currall and Judge, 1995).…”

Evaluación de procesos comunitarios y análisis de redes inter-organizativas: elementos para mejorar la efectividad de las intervenciones comunitarias

“…Las organizaciones que se integran en redes suelen contar con metas comunes o complementarias y con vínculos sociales que se mantienen en el tiempo (Aldrich y Whetton, 1981;Cook, 1977;Das y Teng, 1997;Provan, 1983;Provan, Huang y Milward, 2009;Thorelli, 1986). Este enfoque pone de manifiesto la importancia de la formación de redes interorganizativas para la adquisición de ventajas competitivas en el caso de tratarse de organizaciones productivas y en la capacidad de promover iniciativas comunitarias y de generar tejido asociativo si se tratan de organizaciones comunitarias.…”