Postformation alliance capabilities and environmental innovation: The roles of environmental in‐learning and relation‐specific investments

Donbesuur, Francis; Zahoor, Nadia; Adomako, Samuel

doi:10.1002/bse.2805

Cited by 15 publications

(20 citation statements)

References 114 publications

(151 reference statements)

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“…In addition, this paper also contributes to previous research analysing the consequences that alliances have for organisational structure and its implications for the environmental performance of firms (Donbesuur et al, 2021;Lin, 2012;Payán-Sánchez et al, 2019;Peterman et al, 2020). We conceptually expand such research with the application of agency theory to explain the situations or problems that are present in collaboration agreements, which give room to different solution strategies when firms try to solve them.…”

Section: Discussionmentioning

confidence: 94%

Network ambidexterity and environmental performance: Code‐sharing in the airline industry

et al. 2021

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The most common form of horizontal collaboration within the airline industry is code-sharing, which provides firms with many economic and operational benefits, although what happens in the environmental area is less certain. How should companies address code-sharing to contribute to sustainability? The main objective of this work is to analyse the impact that this type of horizontal collaboration can have on the environmental performance of airlines. From this, we propose that network ambidexterity-the ability to balance exploration with new partners and exploitation with prior partners-is an adequate strategy to solve agency problems derived from collaboration practices to achieve environmental outcomes. Using hierarchical regression analysis, our results reinforce code-sharing as a critical resource for the improvement of environmental performance and identify the moderating role of network ambidexterity in the impact of alliances on environmental performance.

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Section: Discussionmentioning

confidence: 94%

Network ambidexterity and environmental performance: Code‐sharing in the airline industry

et al. 2021

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“…Based on this conceptualization, AO is perceived as a composition of three skills including alliance scanning (the degree to which an SME search for partnering opportunities), alliance coordination (the extent to which an SME coordinates with partners and exchanges resources), and alliance learning (the degree which an SME obtains and utilizes the knowledge and skills) (Amaya Rivas et al, 2020). Since alliance‐oriented firms proactively monitor their marketplace and seek information from about and prospective partners (Bouncken & Fredrich, 2016; Lew et al, 2013), it allows SMEs to have more reliable and timely information than their competitors (Donbesuur et al, 2021). Yet the pursuit of EO leads to risky managerial decisions (Karami et al, 2020; Lin et al, 2020), AO provides a bundle of unique resources that permit an SME to explore market opportunities and to reposition itself, maintaining its competitive advantage (Sakhdari et al, 2020).…”

Section: Theory and Hypothesis Developmentmentioning

confidence: 99%

Section: Complementarity Between Eo and Ao And Dynamic Capabilitymentioning

confidence: 99%

“…EO influences a small firm to pursue new market opportunities and the renewal of existing areas of operation (Hult & Ketchen, 2001, p. 901). Based on this view, an SME with high levels of EO is more likely to benefit from AO in a supplementary way by creating an adhocracy to pool and deploy unique resources from which a firm can sense and seize new market opportunities in a changing environment (Donbesuur et al, 2021; Ferreira et al, 2020). Additionally, high levels of EO combined with AO in a supplementary way can benefit an SME, whereby proactive search of partners and learning from partners are applied in such a way that new and existing knowledge is expanded towards sensing and seizing new entrepreneurial and market opportunities (Adomako et al, 2018; Rodrigo‐Alarcón et al, 2018).…”

Section: Theory and Hypothesis Developmentmentioning

confidence: 99%

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Sustaining superior international performance: Strategic orientations and dynamic capability of environmentally concerned small‐ and medium‐sized enterprises

Zahoor

Lew

2021

Bus Strat Env

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This study examines the influence of strategic orientations and dynamic capability on the sustainable international performance of small-and medium-sized enterprises (SMEs). Building on the dynamic capability perspective, we propose that the interaction between entrepreneurial orientation (EO) and alliance orientation (AO) facilitates dynamic capability and, in turn, the sustainable international performance of SMEs. Using survey data from 211 environmentally concerned SMEs in the United Arab Emirates, the study finds the significant effects of the interaction between EO and AO on dynamic capability. Further, the results support that dynamic capability mediates the interactive effect of EO and AO on international performance. The study shows that the SMEs benefit from balancing as well as pursuing two complementary strategic orientations (i.e., EO and AO) towards developing dynamic capability that contributes to making superior international performance.

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“…The definition of sustainability transition here adopted, intended as the main aim of the corporate network, includes several trends recognized by scholars as representative of an increased importance toward a sustainability‐oriented behavior. Examples are an ecological transition through sustainability‐oriented innovations (Carfora et al, 2021a; Donbesuur et al, 2021; Klewitz, 2017; Klewitz & Hansen, 2014); the social side of sustainability, including social innovations, social enterprises, and commons (Bitzer & Hamann, 2015); and organizational sustainability where sustainable business models are an integrative part (Bocken et al, 2014; Boons & Lüdeke‐Freund, 2013; Geissdoerfer et al, 2018; Morioka et al, 2018; Norese et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

The enabling role of formalized corporate networks to drive small and medium‐sized enterprises toward sustainability

2021

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The global economy's transition toward more sustainable development models is undoubtedly grounded on small and medium-sized enterprises (SMEs). However, SMEs, individual entrepreneurs, and microenterprises have always encountered barriers to implementing social responsibility and sustainability concepts. The paper investigates the enabling role of formalized corporate networks to drive SMEs toward sustainable behaviors. A quantitative nonlinear regression approach is applied to a content analysis of a sample of network contracts coded. The content analysis is applied to analyze the declared objectives, the purpose of the contract, and sustainability areas. An ordered logistic regression is applied on variables related to the behavior of SMEs before entering in the contract and post-adhesion phases. Data demonstrates how networks of SMEs can be used as enabling factors to boost sustainability among them. Specifically, the study is based on a sample of 96 formalized network contracts (FNCs), including 1486 Italian SMEs in that sustainability-oriented networks. It offers an evidence-based perspective on how networks of companies can play a fundamental role in the development of policies aimed at bringing small companies closer to the concept of sustainability (such as eco-innovations, eco-efficiency, environmental performance, and social innovations, among others) and its practical implementation. This paper has two significant strengths. The first is that it uses as a sample a set of 1486 companies, including individual entrepreneurs and microenterprises, whose data are usually difficult to collect. The second is that it demonstrates the efficacy of a contractual form that could be scalable to different countries.

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Postformation alliance capabilities and environmental innovation: The roles of environmental in‐learning and relation‐specific investments

Cited by 15 publications

References 114 publications

Network ambidexterity and environmental performance: Code‐sharing in the airline industry

Network ambidexterity and environmental performance: Code‐sharing in the airline industry

Sustaining superior international performance: Strategic orientations and dynamic capability of environmentally concerned small‐ and medium‐sized enterprises

The enabling role of formalized corporate networks to drive small and medium‐sized enterprises toward sustainability

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