Firm Resources as Moderators of the Relationship Between Market Growth and Strategic Alliances in Semiconductor Start-Ups.

Innovativeness as an Unintended Outcome of Franchising: Insights from Restaurant Chains

“…As franchising primarily involves coordination of scale and scope of operations, we consider structural characteristics of the franchisor firm, that is, prior experience with franchising and its size as moderators (e.g., Camisón‐Zornoza, Lapiedra‐Alcamí, Segarra‐Ciprés, & Boronat‐Navarro, ). Further, as effective management of franchising operations calls for resource characteristics of the franchisor firm (Park, Chen, & Gallagher, ), we expect these factors to act as moderators of the relationship proposed in H1.…”

“…A firm's access to capital influences its ability to chart its future growth strategy (Park et al., ). Specifically, the firm's financial leverage, or the extent to which the firm relies on debt for meeting its capital needs compared to equity, is important because it has implications for the firm's cash outflows.…”

Ambidestreza organizacional y desempeño: el papel de las relaciones inter-organizacionales

“…Esto conlleva la posibilidad de realizar actividades de explotación y de exploración con recursos complementarios de otras organizaciones (Park et al, 2002;Rothaermel, 2001;Rothaermel y Deeds, 2004). …”

“…La utilización de la explotación y de la exploración en el marco de las alianzas estratégicas fue propuesta por primera vez por Koza y Lewin (1998) Por su parte, Park et al (2002) realizan un estudio sobre la formación de alianzas basada en los recursos internos. Este estudio es abordado desde la Teoría de la dependencia basada en los recursos (Pfeffer y Salancik, 1978) y del management estratégico.…”

Marketing, Technology and Customer Commitment in the New Economy

“…While the ultimate aim of the firm might not necessarily be to turn all potential partners into advocates of the organization, the firm usually seeks to strengthen positive relationships or reduce negative stakeholder relationships (Polonsky et al 2002). There a variety of reasons that a firm may choose to stop investing in relationships, including: the cost of developing and maintaining relationships is too high in terms of the firm's resources (Park, Chen and Gallagher 2002); one partner's objectives have been achieved, or a partner's strategic focus has shifted (Leminen 2001;Tikkanen and Tuominen 2002;Pressey and Mathews 2003); alternative relationships offer more values or benefits to a partner (Pressey and Mathews 2003).…”