Inter‐Firm Knowledge Transfer between Strategic Alliance Partners: A Way Forward

He, Qi; Ghobadian, Abby; Gallear, David

doi:10.1111/emre.12447

Cited by 15 publications

(9 citation statements)

References 92 publications

(158 reference statements)

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“…In planning the review phase, the aim of the review, the search strategy for identifying the relevant studies and the criteria for inclusion and exclusion of studies in the review were determined (He et al, 2021). The aim of this review is to (1) assess the current status of the research on inter‐organisational justice in SCRs; (2) analyse its key themes; and (3) develop important directions for future research.…”

Section: Review Methodologymentioning

confidence: 99%

Justice in supply chain relationships: A comprehensive review and future research directions

Alghababsheh

Gallear

Saikouk

2022

European Management Review

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This paper aims to assess the current status of research on inter‐organisational justice in supply chain relationships (SCRs), analyse its key themes and develop future research directions to advance the knowledge of SCRs. The study employed a rigorous review methodology that combined systematic and snowballing searches. In total, 98 papers published in peer‐reviewed journals between 1983 and 2020 were identified and have been descriptively and thematically analysed. Through synthesising and integrating the extant research, the study develops a taxonomy of types of inter‐organisational justice in SCRs (i.e., relationship overall justice, relationship dimensional‐based justice, event overall justice and event dimensional‐based justice). The review also identifies and discusses three main themes (and subthemes) of the existing research, including antecedents (i.e., governance mechanism, governance design, breach of contract and relationship power), outcomes (i.e., attitudinal, behavioural and performance) and boundary conditions (i.e., relationship and environmental) of inter‐organisational justice in SCRs. The study concludes by identifying current gaps and suggesting important research directions for further work.

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Section: Review Methodologymentioning

confidence: 99%

Justice in supply chain relationships: A comprehensive review and future research directions

Alghababsheh

Gallear

Saikouk

2022

European Management Review

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“…Firms that frequently engage in alliances also tend to have a dedicated alliance unit bundling their alliance capabilities (Kale & Singh, 2007; Y. Wang & Rajagopalan, 2015) and fostering learning economies of scale and scope (He et al, 2021; Rothaermel & Deeds, 2006). Inexperienced firms might risk more product failure, but with higher alliance activity, they would have fewer concerns with product quality and a lower product recall likelihood due to their learning curve.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Beneficial, Harmful, or Both? Effects of Corporate Venture Capital and Alliance Activity on Product Recalls

Bendig

Hensellek

Schulte

2023

Entrepreneurship Theory and Practice

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Despite growing numbers of corporate venture capital (CVC) deals and alliances, their effectiveness is not guaranteed. This paper investigates the positive and negative impacts of CVC and alliance activity on product safety under different levels of market turbulence. Using a resource-based learning perspective and panel data from large U.S. firms, we find that both CVC and alliance activity have inverted U-shaped relationships with product recall likelihood. Market turbulence moderates both relationships, but differently. We discuss how learning theory complements the resource-based view to understand why no or rather bold external venturing are less harmful than small-scale “stuck-in-the-middle” initiatives.

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“…For Lawrence, Hardy and Phillips (2002), strategic alliances are often a way to develop new solutions to complex problems when facing an increasingly difficult competitive arena (Gomes-Casseres, 1996). Given their importance, strategic alliances recently increased in popularity (He et al, 2021), quickly becoming a major strategic tool that few firms can afford to ignore (Rindfleisch, 2000).…”

Section: The Role Of Strategic Alliance In Bankingmentioning

confidence: 99%

An analytical framework for strategic alliance formation between a cooperative bank and a fintech start-up: An Italian case study

Bartolacci¹,

Cardoni²,

Łasak³

et al. 2022

JEMI

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PURPOSE: The paper aims to identify the characteristics of the entities involved, the motivations and the processes of forming strategic alliances between a small cooperative bank and a fintech start-up. The paper bridges the research gap in the literature and explains the success factors of strategic alliance between considered entities. METHODOLOGY: We applied a typical qualitative research approach that consists of two steps. The first step was to develop an analytical framework to understand the critical success factors for the strategic alliance formation between banks and fintech start-ups. In the second step, we applied the analytical framework for a case study analysis, considering the strategic alliance between the Banca Popolare di Cortona and the NetFintech start-up. FINDINGS: Our research shows that there are different motives for strategic alliance formation for banks and fintech start-ups. From a theoretical point of view, banks’ motivations are based on outsourcing, innovation, the evolution of the business model, competitive advantage, saving costs, improving service quality, and learning. The main motives for fintechs include access to customers, loans, banking license, economies of scale, trust, and credibility. In the empirical part, we found that the crucial success factors are strategic alignment and hybridization, competence and experience, cultural value and territorial closeness, and professionalism. IMPLICATIONS: The results develop the knowledge about the best conditions for cooperative banks and fintech start-ups strategic alliances. The main limitation is that the paper is based only on one case study and it is related to cooperative banks and does not embrace other groups of banks. For this reason, it can be a basis for further research in this area. The described case study can be a good example to compare other cases of such alliances. Cooperative banks and fintech start-ups involved in a strategic alliance should share the commitment at the governance level. Critical are also the procedures of the alliance formation. ORIGINALITY AND VALUE: This article provides two main contributions to the literature on the technology-driven transformations of the banking sector. First, we elaborated a theoretical framework of the critical success factors for the bank and fintech start-up strategic alliance formation. Second, we applied the framework with the bank–fintech start-up cooperation in the local market in Italy. Contrary to previous research, which focuses mainly on commercial banks, this article presents the relationship between cooperative banks and fintech start-ups.

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Inter‐Firm Knowledge Transfer between Strategic Alliance Partners: A Way Forward

Cited by 15 publications

References 92 publications

Justice in supply chain relationships: A comprehensive review and future research directions

Justice in supply chain relationships: A comprehensive review and future research directions

Beneficial, Harmful, or Both? Effects of Corporate Venture Capital and Alliance Activity on Product Recalls

An analytical framework for strategic alliance formation between a cooperative bank and a fintech start-up: An Italian case study

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