Explaining Alliance Partner Selection: Fit, Trust and Strategic Expediency

Bierly, Paul E.; Gallagher, Scott

doi:10.1016/j.lrp.2007.03.001

Cited by 144 publications

(132 citation statements)

References 55 publications

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“…According to Swoboda et al (2001), alliances generally allow firms to focus on their own competences while relying on their partner(s) in other areas, but international alliances are increasingly being used to provide firms with specific advantages, such as access to distant countries at reduced risk. International alliances are defined as joint ventures, licensing, distribution and/or production agreements (Bierly and Gallagher, 2007).…”

Section: Internationalisationmentioning

confidence: 99%

Towards a new framework for SMEs success: a literature review

Lampadarios

Kyriakidou

Smith

2017

IJBG

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Section: Internationalisationmentioning

confidence: 99%

Towards a new framework for SMEs success: a literature review

Lampadarios

Kyriakidou

Smith

2017

IJBG

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“…In fact, one of the executives we interviewed, explained forming alliances with competitors as follows: In this process, firms face several challenges related to uncertainty and information asymmetry. At the outset, firms have to identify suitable collaborators by evaluating the technological capabilities of and their strategic fit with competitors (Bierly & Gallagher, 2007;Shah & Swaminathan, 2008). This process is complicated by uncertainty about a competitor's technical competencies and expertise beforehand (Li et al, 2008) as well as uncertainty about a competitor's behavior regarding resource commitments during alliance execution afterward (Beckman et al, 2004;Lavie, 2006;Li et al, 2008).…”

Section: Contextmentioning

confidence: 99%

“…More recent studies have emphasized the difficult task of assessing technological capabilities of potential partners, and uncertainty about outcomes that needs to be overcome in the alliance formation process (Beckman et al, 2004;Bierly & Gallagher, 2007). Only limited research, however, has discussed the micro-level and more cognitive aspects underlying firms' decision-making processes regarding alliance formation.…”

Section: Effects Of Inventor Mobilitymentioning

confidence: 99%

“…Managers and executives of one firm jointly collect and interpret available information on potential collaboration partners, as well as the benefits and risks of committing resources to an alliance (Bierly & Gallagher, 2007;Gulati, 1995b;Levitas, Hitt, & Dacin, 1997). These settings are characterized by a high degree of uncertainty and incomplete information and decisions are therefore often based on jointly held beliefs by managers and employees about their organization, its strategy and its competitive environment, i.e., by applying organizational decision frames to alliance decisions (Cornelissen & Werner, 2014;Corner, Kinicki, & Keats, 1994;Sharma, 2000).…”

Section: Introductionmentioning

confidence: 99%

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Knowing Me, Knowing You: Inventor Mobility and the Formation of Technology-oriented Alliances

Wagner

Goossen

2018

AMJ

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Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. All rights reserved. This document may be distributed for free -electronically or in print -in the same formats as it is available on the website of the ESMT (www.esmt.org) for non-commercial purposes. It is not allowed to produce any derivates of it without the written permission of ESMT. Terms of use: Documents inFind more ESMT working papers at ESMT faculty publications, SSRN, RePEc, and EconStor. We link the hiring of R&D scientists from industry competitors to the subsequent formation of collaborative agreements, namely technology-oriented alliances. By transferring technological knowledge as well as cognitive elements to the hiring firm, mobile inventors foster the alignment of decision frames applied by potential alliance partners in the process of alliance formation thereby making collaboration more likely. Using data on inventor mobility and alliance formation amongst 42 global pharmaceutical firms over 16 years, we show that inventor mobility is positively associated with the likelihood of alliance formation in periods following inventor movements. This relationship becomes more pronounced if mobile employees bring additional knowledge about their prior firm's technological capabilities and for alliances aimed at technology development rather than for agreements related to technology transfer. It is weakened, however, if the focal firm is already familiar with the competitor's technological capabilities. By revealing these relationships, our study contributes to research on alliance formation, employee mobility, and organizational frames.

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“…So far as we know, the present study represents the first application of congruity theory to international business cooperation. We should note here that the principle of congruity refers to individual action and it differs, therefore, from concepts of congruence or congruity at the organization level, usually denoting strategic fit between firms (e.g., Bierly & Gallagher, 2007).…”

Section: The Principle Of (In)congruitymentioning

confidence: 99%

The principle of congruity in the analysis of international business cooperation

Buckley¹,

Cross²,

Mattos³

2018

The Global Factory

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This study investigates an under-researched topic: individual-to-individual or team-to-team interactions during the alliance pre-formation phase. We develop a general theory based on the principle of congruity for understanding the micro-dynamics of the alliance formation process. The attitudes of each party in an alliance towards their prospective partner depend on the level of mismatch between their initial evaluations of the contributions of each partner, and on their wish intensity and speed to reach congruity. The impact of different managerial cultural backgrounds (special theory) and mind-sets (special theory application) are theorized. Further applications are considered and all are presented as testable propositions.

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Explaining Alliance Partner Selection: Fit, Trust and Strategic Expediency

Cited by 144 publications

References 55 publications

Towards a new framework for SMEs success: a literature review

Towards a new framework for SMEs success: a literature review

Knowing Me, Knowing You: Inventor Mobility and the Formation of Technology-oriented Alliances

The principle of congruity in the analysis of international business cooperation

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