Does separation hurt? The impact of premature termination of R&amp;D alliances on knowledge acquisition and innovation

Hohberger, Jan; Kruger, Heidi; Almeida, Paul

doi:10.1016/j.respol.2020.103944

Cited by 20 publications

(23 citation statements)

References 109 publications

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“…The highest number of articles (13) was published in 2020, followed by eight articles in 2017, seven articles in 2018, and six articles in 2016. Driven by the complete liberalization of FDI rules in few emerging markets, which allowed firms to undertake greenfield investment (Asgari et al , 2017; Hohberger et al , 2020; Hu et al , 2016, 2020; Kang and Jiang, 2012; Sharma et al , 2019; Stoian and Filippaios, 2008), the expiry of SA (especially joint venture) terms (Erwin, 2006; Gorynia et al , 2019; Hu et al , 2015; Teegen and Doh, 2002) and the increasing challenges facing SAs in the international market (Drogendijk and Martín Martín, 2015; Gammeltoft and Hobdari, 2017; Kraus et al , 2017; Silvestre et al , 2018), the number of articles on alliance termination has gradually increased in the past few years.…”

Section: Results Of the Analysismentioning

confidence: 99%

Dynamics of the termination of global alliances: probing the past, analyzing the present and defining the frontiers for future research

Parameswar

Dhir

Khoa

et al. 2021

IMR

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PurposeWhile the number of global alliance terminations in the business world has grown steadily during the past few decades, the scholarly literature on strategic alliance (SA) termination remains limited. This research paper aims to perform a bibliometric analysis of the literature on alliance termination and propose a model for future research agenda that links the termination phase to the pre-alliance termination phase and post alliance termination phase.Design/methodology/approachA search query on global alliance termination identified a total of 69 research papers from the Scopus database, and a bibliometric analysis was performed using the bibliometrix R-package and VOSviewer. The analysis further used the TCCM framework to review the set of papers.FindingsThis research analysis reveals that, compared to the pre-formation, formation, and process stages of alliances, limited research has been undertaken on global alliance termination. The bibliometric analysis and TCCM framework provide a complete view of the extant literature on global alliance termination from different dimensions and act as the which as the foundation for a developing the research agenda that links pre-alliance termination phase and post-alliance termination phase to that of alliance termination phase.Research limitations/implicationsThe proposed research agenda is unique as it integrates multiple phases in the alliance lifecycle with global alliance termination phase and develops a distinct view for future research that emphasizes on the post-alliance termination phase.Practical implicationsThe bibliometric analysis provides a precise snapshot of the state of the literature on global alliance termination. The research agenda developed provides a direction for further academic research that links alliance termination not only to pre-alliance termination phase but also to the post-alliance termination phase that is nascently explored in the literature.Originality/valueThis study is among the few to review and synthesize the literature on global alliance termination. It, therefore, functions as a catalyst to draw global scholars' attention. Further, it provides global researchers with direction by proposing a global research agenda.

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Section: Results Of the Analysismentioning

confidence: 99%

Dynamics of the termination of global alliances: probing the past, analyzing the present and defining the frontiers for future research

Parameswar

Dhir

Khoa

et al. 2021

IMR

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“…Knowledge acquisition is concerned with an organization obtaining and absorbing knowledge. There are myriad ways of acquiring external knowledge, but stakeholder interactions (Ring et al , 2021) and alliances (Hohberger et al , 2020) are a key mechanism for doing so. The process of knowledge seeking contains the interorganizational relationships that act as a conduit for knowledge acquisition.…”

Section: Theory and Applicationmentioning

confidence: 99%

Preventing organizational knowledge leakage: the influence of knowledge seekers’ awareness, motivation and capability

Bloodgood

Chen

2021

JKM

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Purpose This study aims to investigate how a knowledge-seeking organization’s awareness of valuable knowledge, and the motivation and capability to acquire the knowledge, influence attempts to acquire the knowledge. This study also aims to identify how knowledge-possessing organizations recognize the possibility of and craft strategies to prevent this knowledge leakage. Design/methodology/approach A process model is created and an empirical examination is performed to help knowledge-possessing organizations understand and identify situations where potential knowledge-seeking organizations will attempt to acquire valuable knowledge. Findings Knowledge-seeking organizations must be aware of valuable knowledge, and have the motivation and capability to acquire it in order to attempt to acquire the knowledge. Accordingly, knowledge-possessing organizations can inhibit awareness, motivation and capability of potential knowledge-seeking organizations to stave off and degrade knowledge acquisition attempts. Research limitations/implications Employment of the awareness, motivation and capability framework provides a comprehensive approach for researchers to hypothesize and empirically examine the factors most relevant to knowledge leakage. This approach expands the literature on absorptive capacity by increasing emphasis on awareness and motivation with regard to knowledge acquisition. Practical implications Employment of the awareness, motivation and capability framework provides managers with the means to comprehensively assess the likelihood that other organizations will attempt to acquire their knowledge. It also helps managers determine efficient and effective ways to inhibit knowledge leakage. Originality/value The authors pioneer the application of the awareness, motivation and capability framework to knowledge leakage. The authors subsequently propose a process model and empirically examine the relationships pertaining to knowledge leakage and its prevention.

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“…Knowledge based view and knowledge management has received increased attention in recent literature (e.g. Grigoriou & Rothaermel, 2017;Kim & Anand, 2018;Kuo, Wu, & Lin, 2019;Zhu, 2017;Moellers, Visini, & Haldimann, 2020;Hohberger, Kruger, & Almeida, 2020;Marino, Mudambi, Perri, & Scalera, 2020). International business theorists demonstrated that marketing capabilities requirement for home market operation are not sufficient in cross-border operation process, and rarely a firm can transfer highly specific knowledge management capabilities from one functional business units to another (Murray, Gao, & Kotabe, 2011).…”

Section: Marketing Scholars Have Drawn Attention To Rbt and Argued Thmentioning

confidence: 99%

Dimensions of dynamic marketing capability and export performance

Hoque

Ahammad

Tzokas

et al. 2020

JKM

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Purpose The purpose of this paper is to develop a conceptual framework on the dimensions of dynamic marketing capability (DMC) and its relationship with export performance. The paper also proposes the mediating role of competitive hybrid strategy and the moderating role of environmental responsiveness in explaining the relationship between DMC and export performance. Design/methodology/approach By following the dynamic capability notion of the marketing and competitive strategy literature, this paper proposes a novel conceptualization of the DMC development process and the possible effect of DMC on attaining competitive advantage. Findings The paper postulates that a firm’s DMC can reflect complementary power when its higher-level marketing capabilities are bundled together to detect distributing channel members’ crucial needs, competitors’ action plans and satisfying market demand. As yet little is known about the main underlying dimensions of higher-level DMC construct, the paper contributes in proposing the key dimensions of DMC. Originality/value This research advances the knowledge-based view and resource-based views and evolves a solid foundation of DMC constructs comprising four higher-order marketing capabilities, namely, ambidextrous market orientation, customer relationship management capability, brand management capability and new product development capability. Thus, this paper contributes in DMC literature in explaining export performance.

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Does separation hurt? The impact of premature termination of R&D alliances on knowledge acquisition and innovation

Cited by 20 publications

References 109 publications

Dynamics of the termination of global alliances: probing the past, analyzing the present and defining the frontiers for future research

Dynamics of the termination of global alliances: probing the past, analyzing the present and defining the frontiers for future research

Preventing organizational knowledge leakage: the influence of knowledge seekers’ awareness, motivation and capability

Dimensions of dynamic marketing capability and export performance

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