2015
DOI: 10.1016/j.ibusrev.2014.07.009
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Competitive embeddedness: The impact of competitive relations among a firm's current alliance partners on its new alliance formations

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Cited by 19 publications
(12 citation statements)
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References 112 publications
(185 reference statements)
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“…The central position of a firm with numerous interorganizational ties is both prestigious and influential (Gnyawali and Madhavan, ; Mazzola et al, ). In consideration of SA network knowledge relatedness, network partners tend to possess similar knowledge and target the same markets, which makes them more likely to be substituted in the central firms’ point of view and not able to appropriate rents from the central firms (Park, Kim, and Kang, ). Consequently, centrally positioned firms tend to hold greater bargaining power and be better able to mobilize network support and resources for product innovation opportunities (Mazzola et al, ).…”
Section: Theory and Hypothesesmentioning
confidence: 99%
“…The central position of a firm with numerous interorganizational ties is both prestigious and influential (Gnyawali and Madhavan, ; Mazzola et al, ). In consideration of SA network knowledge relatedness, network partners tend to possess similar knowledge and target the same markets, which makes them more likely to be substituted in the central firms’ point of view and not able to appropriate rents from the central firms (Park, Kim, and Kang, ). Consequently, centrally positioned firms tend to hold greater bargaining power and be better able to mobilize network support and resources for product innovation opportunities (Mazzola et al, ).…”
Section: Theory and Hypothesesmentioning
confidence: 99%
“…As the prerequisite of process collaboration and patent collaboration, strategic collaboration can determine the long-term development direction and strategic goal of technology standard alliance, and drive culture collaboration and subject collaboration in alliance, so that the overall alliance innovation performance could be improved. If the strategic targets of alliance members are inconsistent or the linkage relationship between them is inelastic, or the alliance organization mode has remained unchanged for a long time, the flexible needs for alliance innovation to respond to the external dynamic and complex environment cannot be met, and even the strategic collaboration mechanism of alliance innovation may become rigid, which will result in the gradual loss of the competitive advantage of the alliance and even lead to alliance disintegration [57,58]. It can be seen that enhancing the strategic collaboration level of alliance innovation is an important prerequisite for improving the technology standard alliance innovation performance of emerging industry.…”
Section: Synergy Elements At the Strategic Levelmentioning
confidence: 99%
“…Персональные сети -это сети межличностных контактов предпринимателя, складывающиеся на основе близкой дружбы, доверия, взаимных ценностей и чувств [5,6]. Профессиональные, в свою очередь, представляют совокупность межличностных контактов, складывающихся в процессе профессиональной деятельности предпринимателя с целью получения взаимной выгоды [7,8].…”
Section: концептуальные представления ученых о влиянии контекстов на unclassified