Exploration versus exploitation in alliance portfolio: Performance implications of organizational, strategic, and environmental fit

Alliance portfolio diversity, radical and incremental innovation: The moderating role of technology management

“…The configuration of alliance partner portfolios may thus be more suitable for one of the innovation types, but not for both. In this study, we argue that the performance impact from alliance portfolio partner diversity tends to be higher for incremental innovations in comparison to more radical innovations due to the fact the former innovations are more technological proximate to existing products, predictable and less risky (Yamakawa et al, 2011), which implies that it is relatively easier to be successful in the market with this type of innovations. By addressing these performance differentials we fill a gap in the alliance portfolio literature.…”

“…The inflow of more diverse knowledge brings not only novelty to the firm, but also an increasing probability of failure and lower adoption rates in the market. Put differently, the short-term performance impact for the focal firm from more incremental innovations tends to be higher in comparison to more radical innovations due to the fact the former innovations are more proximate and predictable, and less risky (Yamakawa et al, 2011). Due to these characteristics, the features of incremental innovations can be more easily recognized and appreciated by external users generating a higher probability of short-term sales, whereas more radical innovations are more alien to users and take more time to get diffused.…”

“…For example, we control for firm size, which earlier research has shown to correlate 0.53 with alliance portfolio size (Jiang et al, 2010). Other variables that we control for, that have been shown to correlate with alliance portfolio size, are the knowledge base of the company (Yamakawa et al, 2011) and the degree of diversification of the firm (Jiang et al, 2010). So even though we cannot directly control for the size of the alliance portfolio of the firm, we believe our other control variables adequately pick up this effect.…”

“…Previous research has shown that many of the dimensions of alliance portfolio diversity significantly affect various firms' outcomes. Yamakawa et al (2011), for instance, find that a high proportion of exploitative ties in an alliance portfolio, which is a form of functional diversity, has a negative return on assets effect. Jiang et al (2010) report that alliance portfolios with greater organizational and functional diversity and lower governance diversity were associated with higher net profit, whereas partner diversity has a non-linear relationship with this specific firm outcome.…”

Governança tecnológica e cooperabilidade nas multinacionais brasileiras

“…• A coordenação do portfólio de parcerias focadas em inovação (Schilke & Goerzen, 2010;Wassmer, 2010) para alavancar a interdependência entre as parcerias individuais de uma empresa; evitar ações duplicadas (Goerzen, 2007;Koka & Prescott, 2008); criar uma base de experiência mais substancial para acelerar o aprendizado sobre como projetar e gerenciar parcerias focadas em inovação; acessar simultaneamente uma ampla gama de recursos de parceiros diferentes como um meio eficaz para melhorar o estoque de recursos e capacidades (Bruneel, Este & Salter, 2010;Hoffmann, 2007;) e para ampliar as possibilidades de formação de parcerias adicionais (Goerzen, 2007;Raisch & Birkinshaw, 2008;Yamakawa, Yang & John, 2011). …”