Alliance Portfolios: A Review and Research Agenda

Wassmer, Ulrich

doi:10.1177/0149206308328484

Cited by 408 publications

(644 citation statements)

References 99 publications

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“…There is extant literature on stable-growth firm's alliance portfolio creation and configuration (Parise and Casher, 2003;Wassmer, 2010;Bussiere and Greenway, 2001;Heimeriks et al, 2009;Veiga and Franco, 2015;Golonka and Latusek, 2016). In existing literature on hyper-growh firms, various problems were examined (Martman and Gartner, 2002;Cassia et al, 2009;Casia and Minola, 2012;Couralt et al, 2014).…”

Section: Jmbace 73mentioning

confidence: 99%

“…Furthermore, Wassmer (2010) pointed out that there is still a very limited number of studies on firms' alliance portfolios, including their formation, configuration and manage ment. Taking into account the existing body of knowledge on the impact of a firm's alliance portfolio on its characteristics and performance (Rothaermel and Deeds, 2006;Lavie, 2007), large companies more and more often were managing their alliance portfolios incorporating partners, and using partners' resources as network resources.…”

Section: Jmbace 73mentioning

confidence: 99%

“…Alliance portfolio management seems to be one of the major challenges that managers are currently facing (Wassmer, 2010). Thus, there is a need for further studies on alliance portfolio creation in different settings (countries, industries) and type of firms (large, SMEs), as well as with hyper-growth and stable-growth.…”

Section: Monika Golonkamentioning

confidence: 99%

“…This study focused on alliance portfolio formation in both hyper growth and stable-growth firms in a developed country. Several additional issues were also examined including alliance portfolio management and configuration issues (quality, quantity, internationalization, competition-cooperation with competitors) (Ventures, 2005;Wassmer, 2010).…”

Section: Monika Golonkamentioning

confidence: 99%

“…However, there is still a very limited number of studies on a firm's alliance portfolio creation and management in various settings, e.g., countries and market sectors (Wassmer, 2010). …”

Section: Introductionmentioning

confidence: 99%

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Interfirm Cooperation Strategy of Hyper-Growth and Stable-Growth ICT Firms in Sweden

Golonka

2016

JMBACE

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Purpose: The main purpose of this study was to compare the phenomenon of interfirm cooperation strategy in both hyper-growth, and stable-growth knowledge and technology-intensive firms, in a country characterized by a high level of generalized trust: Sweden.Methodology: Qualitative methods were incorporated: direct semistructured interviews with top managers in 13 ICT firms (8 hyper-growth and 5 stable-growth), analyzis of reports, corporate websites and press releases. Furthermore, interviews in 3 expert firms in the industry were conducted, facilitating interfirm cooperation.Conclusions: There were significant differences in interfirm cooperation strategy in two distinguished groups of the firms: hyper-growth, and stable-growth. Managers' individual approaches to uncertainty, strategy and cooperation might be more important than institutional settings. The ICT firms operate in a constantly changing global environment and local context seems to have only a minor impact on the rules of the game in the industry. Research limitations:This study was a qualitative explorative approach as an introduction to further empirical research. Originality:The study presents an interfirm cooperation phenomenon incorporating different perspectives and settings. It contributes to alliance portfolio literature (forming and managing of alliance portfolio in a different context/country/industry), and enhances understanding of firm strategies characterized by different growth rates.

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Section: Jmbace 73mentioning

confidence: 99%

Section: Jmbace 73mentioning

confidence: 99%

Section: Monika Golonkamentioning

confidence: 99%

Section: Monika Golonkamentioning

confidence: 99%

“…However, there is still a very limited number of studies on a firm's alliance portfolio creation and management in various settings, e.g., countries and market sectors (Wassmer, 2010). …”

Section: Introductionmentioning

confidence: 99%

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Interfirm Cooperation Strategy of Hyper-Growth and Stable-Growth ICT Firms in Sweden

Golonka

2016

JMBACE

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Configurations of sustainability‐oriented textile partnerships

2023

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Firms configure their sustainability-oriented partnerships differently depending on the sustainability issue, partnership types, and mechanisms (product, process, policy, and awareness raising) and target change at various levels (firm, industry, supply chain, and society). We study how sustainability-oriented partnerships in the textile industry are configured by analyzing 444 partnerships using a mixed-method approach. Textile firms partner to tackle environmental issues such as circularity, waste, and sustainable materials, utilizing product and process mechanisms and create firm-level change. In contrast, these firms address social issues such as education and job development, labor and working conditions, poverty, and inequality through cross-sector partnerships that target change beyond firm boundaries. We discuss these findings critically by drawing on and contributing to two literature areas: sustainability-oriented partnerships that study partnership configurations and the sustainability in textiles. Our findings highlight the importance of issue and context specificity when partnering for sustainability.

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Enhancing sustainable supply chains through traceability, transparency and stakeholder collaboration: A quantitative analysis

Garcia‐Torres,

Rey‐Garcia,

Sáenz

2024

Bus Strat Env

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Traceability and transparency are essential for sustainability in complex global supply chains (SCs), but they remain elusive goals in practice. Scholars and practitioners consistently advocate collaboration amongst SC stakeholders as a means of enhancing them, yet little is known regarding their interrelation and contribution to sustainability. We adopt the SC practice‐based view (SCPV) to propose and test an explanatory model elucidating how to deploy collaboration, traceability and transparency to achieve triple bottom line (TBL) performance within global SCs. Focusing on the paramount example of complex fashion‐apparel SCs, we analyse the insights gained from 139 suppliers—typically ignored in favour of focal firms—using Partial Least Squares Structural Equations Modelling. Our results provide a concrete battery of not‐necessarily complex or inimitable activities empirically proven to help put traceability and transparency into practice to achieve TBL performance. The SCPV approach contends that everyday practices, activities and relationships amongst SC stakeholders underpin TBL performance.

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Alliance Portfolios: A Review and Research Agenda

Cited by 408 publications

References 99 publications

Interfirm Cooperation Strategy of Hyper-Growth and Stable-Growth ICT Firms in Sweden

Interfirm Cooperation Strategy of Hyper-Growth and Stable-Growth ICT Firms in Sweden

Configurations of sustainability‐oriented textile partnerships

Enhancing sustainable supply chains through traceability, transparency and stakeholder collaboration: A quantitative analysis

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