Network Positions and Propensities to Collaborate: An Investigation of Strategic Alliance Formation in a High-Technology Industry

Stuart, Toby E.

doi:10.2307/2393679

Cited by 783 publications

(612 citation statements)

References 38 publications

(26 reference statements)

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“…Analyses of strategic alliances, as noted, have been pitched at two levels: dyad-the pair of organizations at risk of an alliance-and node-the individual organization (Stuart, 1998). We argue for the dyad as the operational unit.…”

Section: Methodsmentioning

confidence: 79%

“…In the existing literature, some alliance studies are pitched at the dyad level, addressing how the relations and attribute combinations of the pair condition partner choice and alliance probability (Stuart, 1998). Others discuss the individual firm and how its distinctive attributes (size, financial structure, past performance) and network position (e.g., brokerage) determine the alliances it pursues (Powell, Koput, and SmithDoerr 1996).…”

Section: Alliance Formation As a Firm-level Processmentioning

confidence: 99%

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Business groups, networks, and embeddedness: innovation and implementation alliances in Japanese electronics, 1985–1998

Lincoln¹,

Guillot²,

Sargent³

2016

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This paper examines the changing process of strategic alliance formation in the Japanese electronics industry between 1985 and 1998. With data on 123-135 Japanese electronics/electrical machinery makers, we use a dyad panel regression methodology to address a series of hypotheses drawn largely from embeddedness theory on how the firms' horizontal and vertical keiretsu business group affiliations and prior alliance networks supported and constrained partner choice in new R&D (innovation) and nonR&D (implementation) domestic economy alliances. We find that in the first half of our series (1985-91; the "preburst" period) keiretsu served as infrastructure or platform for new strategic alliances that had both innovation and implementation goals. In the second half of our series (1992-98, the "postbubble" period) the keiretsu effects on innovation alliance formation were gone, but the groups' role in nonR&D or implementation alliances, the purpose of which was often cost reduction, had expanded. Our results suggest that Japanese electronics firms over this interval of time adapted rationally to the heightened uncertainty and stringency of the Japanese domestic economic environment by searching outside their preexisting networks for innovation alliances while at the same time exploiting those networks for implementation alliances addressed to cost-reduction and other operational aims. The study speaks to embeddedness theory in showing that economic actors are not deterministically constrained by business group or other preexisting network ties but may in rational fashion exploit or abandon those ties with an eye to advancing corporate and alliance goals.3

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Section: Methodsmentioning

confidence: 79%

Section: Alliance Formation As a Firm-level Processmentioning

confidence: 99%

Business groups, networks, and embeddedness: innovation and implementation alliances in Japanese electronics, 1985–1998

Lincoln¹,

Guillot²,

Sargent³

2016

Ind Corp Change

View full text Add to dashboard Cite

show abstract

“…Put differently, we find that both faculty-founded and non-faculty founded firms perform the role of intermediary. 17 A second issue is that many of the empirical specifications in prior studies of the rate of alliance formation include some form of the lagged dependent variable (i.e., a measure of the extent of the firm's previous alliance activity) as an occurrence dependence term (e.g., Gulati, 1995;Walker et al, 1997;Stuart, 1998;Ahuja, 2000). The rationale for doing this is that the previous event count may absorb the effects of at least some unobserved, firm-specific factors that are not otherwise accounted for in the regressions.…”

Section: Extensions and Robustness Checksmentioning

confidence: 99%

Vertical alliance networks: The case of university–biotechnology–pharmaceutical alliance chains

2007

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“…La relación entre la centralidad en las redes de empresas con el poder que estas empresas ejercen ha sido ha sido corroborada por numerosos autores (e.g., Gulati & Gargulio, 1999;Bonacich, 1987;Stuart, 1998). Luego, una manera que utilizan los OEMs para compensar la pérdida voluntaria de poder en las RVFGs será mediante el ejercicio de un poder tácito basado en posicionamientos centralizados en la red.…”

Section: Dinámica De Los Oems En Las Rvfgsunclassified

Determinant factors in dynamics of global manufacturing virtual networks

Vilana¹,

Rodríguez‐Monroy²

2011

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Resumen:Objeto: Demostrar la existencia de una serie de mecanismos estructurales que los actores utilizan como herramientas para poder ejercer un poder tácito en las RVFGs. Diseño/metodología: Análisis de la industria de fabricación de motores aeronáuticos mediante un enfoque cuantitativo basado en un modelo logístico binomial utilizando una función logit.Resultados: Los Original Equipment Manufacturers (OEMs) ejercen un poder tácito en la red mediante su posición centralizada en la red y la existencia de muchos agujeros estructurales. Los proveedores, sin embargo, establecen muchos lazos fuertes y directos con otros actores para fomentar la confianza; mientras que los nuevos actores establecen muchos lazos indirectos para acceder a conocimiento explícito.Limitaciones: Otros estudios similares a RVFGs de otros sectores industriales como el electrónico, químico o automoción reforzarían los resultados obtenidos en este estudio.Implicaciones prácticas: Se facilita ex ante el diseño de nuevas RVFGs aumentando sensiblemente su eficiencia

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Network Positions and Propensities to Collaborate: An Investigation of Strategic Alliance Formation in a High-Technology Industry

Cited by 783 publications

References 38 publications

Business groups, networks, and embeddedness: innovation and implementation alliances in Japanese electronics, 1985–1998

Business groups, networks, and embeddedness: innovation and implementation alliances in Japanese electronics, 1985–1998

Vertical alliance networks: The case of university–biotechnology–pharmaceutical alliance chains

Determinant factors in dynamics of global manufacturing virtual networks

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