Partner trustworthiness, knowledge flow in strategic alliances, and firm competitiveness: A contingency perspective

Jiang, Xu; Bao, Yongchuan; Xie, Youmei; Gao, Shanxing

doi:10.1016/j.jbusres.2015.07.009

Cited by 100 publications

(88 citation statements)

References 45 publications

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“…Even though trust encourages knowledge exchange in IORs with both competing and non-competing partners, high levels of trust increase risks of opportunistic behaviour, particularly in collaboration with competitors (Jiang et al 2016). The overemphasis on trust indicates a choice to focus on value co-creation, while overlooking aspects of value capture.…”

Section: Factors Spurring Both Virtuous and Vicious Cyclesmentioning

confidence: 99%

Embracing the Paradox of Interorganizational Value Co‐creation–Value Capture: A Literature Review towards Paradox Resolution

Niesten

Stefan

2019

Int J Management Reviews

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This study reviews literature on paradoxical tensions between value co‐creation and capture in interorganizational relationships (IORs). The purpose of this review is to make a re‐evaluation of the literature by engaging a paradox theory lens, thereby identifying factors that render tensions salient and factors that lead to virtuous or vicious cycles. This review of 143 articles reveals factors that make tensions salient: these relate to plurality (e.g. coopetition), scarcity (e.g. lack of experience with IORs), change (e.g. changes in collaboration scope) or combinations thereof (e.g. IORs in weak appropriability regimes). Results also uncover factors that resolve paradoxical tensions of value co‐creation and capture, thus spurring virtuous cycles (e.g. carefully mixing trust and contracts), as well as factors that promote vicious cycles, owing to the emphasis on either value co‐creation or capture (e.g. myopia of learning). This review further reveals a new category of factors that may stimulate either virtuous or vicious cycles, depending on the extent to which they are enforced. This finding expands the value co‐creation–capture paradox resolution and brings to light new dynamics in the paradox framework of dynamic equilibrium. This study thus contributes by: (1) reassessing the existing literature and applying paradox theory to the well‐known hazard of value co‐creation and capture; (2) highlighting factors that amplify paradoxical tensions related to this hazard; and (3) outlining factors that help solve the paradox by embracing its contradictory poles and factors that hinder paradox resolution by emphasizing either value co‐creation or appropriation.

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Section: Factors Spurring Both Virtuous and Vicious Cyclesmentioning

confidence: 99%

Embracing the Paradox of Interorganizational Value Co‐creation–Value Capture: A Literature Review towards Paradox Resolution

Niesten

Stefan

2019

Int J Management Reviews

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“…Es importante reconocer que las empresas están compuestas por una gran diversidad de factores que las distinguen, como el tamaño, giro y estructura; estas características definen las necesidades de las mismas, es decir, cada empresa depende de sus propias capacidades para crear nuevos conocimientos y mantener la ventaja competitiva, sin importar que tan alto sea el riesgo (Jiang, Bao, Xie y Gao, 2016).…”

Section: Revisión De Literaturaunclassified

Análisis factorial para la validación de las variables en un modelo de alianzas estratégicas en microempresas mexicanas

Castellanos

Cano‐Olivos

Flores

et al. 2019

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Introducción: El objetivo de esta investigación es validar las variables que son consideradas en un Modelo Conceptual de Alianzas Estratégicas para Microempresas Comercializadoras. Para tal efecto, se utiliza el análisis factorial exploratorio.Método: Para el estudio se recolectaron datos a través de una encuesta, la cual se aplicó a 204 microempresas comercializadoras, ubicadas en Hermosillo, Sonora. Los datos fueron analizados mediante el programa de software SPSS versión 23.0Resultados: Los resultados muestran que el instrumento utilizado para la recolección de datos es aceptable, pues se tiene un valor de alfa de Cronbach de 0.855. Por otro lado, con el análisis factorial se hizo evidente que las variables a considerar en el Modelo Conceptual de Alianzas Estratégicas para Microempresas Comercializadoras son las correctas, y se agruparon por factores.Discusión o Conclusión: Las microempresas pueden formar parte de una red de alianzas vinculadas a empresas más grandes. Por la simplicidad del Modelo Conceptual de Alianzas Estratégicas para Microempresas Comercializadoras, los empresarios pueden utilizar este modelo como guía para generar ventajas competitivas.

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“…Gulati (1995) defines alliance experience as firms' expertise on alliance management gained from prior alliances; firms, engaging themselves in a great number of alliances, learn about crucial aspects of alliance management, which are translated in alliance know-how (Kale et al, 2002). In fact, strategic alliances are popular vehicle for organization learning and knowledge sharing (Jiang et al, 2016). Firms, accumulating experience, learn how to manage successfully their strategic alliances; such assumption highlights firms' abilities to create value from their previous alliance experience.…”

Section: Alliance Capabilities Developmentmentioning

confidence: 99%

Alliance Management as Source of a Successful Strategy

Russo

2017

ESJ

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In todays global environment, strategic alliances represent an important source of growth and competitive advantage; they allow firms to access new and critical resources and capabilities, to improve competitive position and rapidly to enter a new market In spite of the strategic importance of the alliances, they still exhibit a high failure rate; previous researches show that the half of the alliance formed end up as failure. The low success rate testifies firms difficulties in managing their alliance relationships and in ensuring enough success from them. In global markets, firms exhibit heterogeneity in terms of the overall alliance success; some firms achieve success from their alliance and others fail. Although most companies have realized the importance of strategic alliances, only few of them have developed the needed capabilities to manage them with success. In recent years, empirical studies found that firms with greater alliance success are those ones with superior management capabilities, termed in literature as alliance capabilities. This study is based on the assumption that the heterogeneity in alliance success rate is due to heterogeneity in firms level of management capabilities. Eli Lilly & Companys success in strategic alliances represents a clear example of company that understood the importance of developing an institutionalized approach of alliance management that improves the likelihood of alliance success.

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Partner trustworthiness, knowledge flow in strategic alliances, and firm competitiveness: A contingency perspective

Cited by 100 publications

References 45 publications

Embracing the Paradox of Interorganizational Value Co‐creation–Value Capture: A Literature Review towards Paradox Resolution

Embracing the Paradox of Interorganizational Value Co‐creation–Value Capture: A Literature Review towards Paradox Resolution

Análisis factorial para la validación de las variables en un modelo de alianzas estratégicas en microempresas mexicanas

Alliance Management as Source of a Successful Strategy

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