The orchestration of alliance portfolios: The role of alliance portfolio capability

Haider, Sajjad; Mariotti, Francesca

doi:10.1016/j.scaman.2016.04.003

Cited by 22 publications

(18 citation statements)

References 104 publications

(167 reference statements)

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“…Our findings thereby confirm that endogenous factors, especially firm strategy, are critical determinants in linkage formation decisions. As such, our findings thus contribute to the recent literature on dynamic alliance portfolios (Wassmer and Dussauge, 2011;Lavie and Singh, 2012;Castro et al, 2014) and answer the call to consider interfirm linkage formation as a firm's proactive strategic choice (Haider and Mariotti, 2016). Overall, our study thus sheds light on the concepts of strategic choice (e.g.…”

Section: Discussionsupporting

confidence: 76%

Manufacturing strategy, organizational slack, and the formation of interfirm linkages

Huang

2019

CMS

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Purpose This study aims to examine what types of interfirm linkages a firm enters in relation to its manufacturing strategy. The authors further aim to determine whether heterogeneous resources have different moderating effects on the relationship between a firm’s manufacturing strategy and interfirm linkages. Design/methodology/approach The sample consists of survey and archival data on 80 publicly listed electronics firms from the semiconductor and optoelectronics industries in Taiwan. Because the dependent variable, interfirm linkage, is a binary term, the authors apply logistic regression in our study. Findings This paper provides empirical insight into how a firm’s manufacturing strategy affects its probability to engage in specific types of interfirm linkages. The authors find that when a firm pursues an efficiency (flexibility) strategy, it will tend to engage in marketing (technical) interfirm linkages. In addition, absorbed slack strengthens the fit between manufacturing strategy and interfirm linkage type more than unabsorbed slack does. Research limitations/implications Because the sample is drawn from the Taiwanese semiconductor and optoelectronic industries, the authors encourage scholars to examine the generalizability of the findings. Future studies can furthermore adopt in-depth interviews to facilitate a better understanding of decision-makers’ considerations when entering interfirm linkages. Originality/value This study extends resource dependence theory across a firm’s boundary and applies the resource-based view to resource heterogeneity. The findings advance the understanding of the relationships between strategic orientation, slack resources and interfirm linkage choices. The authors show that it is important that firms consider strategic fit when they create linkages outside their existing boundaries.

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Section: Discussionsupporting

confidence: 76%

Manufacturing strategy, organizational slack, and the formation of interfirm linkages

Huang

2019

CMS

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“…Additionally, the existing alliances create experiences that advance the alliance management capabilities (Heimeriks et al ., 2009). These capabilities ease the creation of alliances to new partners (Haider and Mariotti, 2016). In conclusion, the attractiveness and ability effects lead to our baseline hypothesis:Hypothesis Preferential attachment affects the evolution of alliance networks.…”

Section: Theorymentioning

confidence: 99%

Is it Really a Universal Phenomenon? ‐ Preferential Attachment in Alliance Networks

Rossmannek

Rank

2020

European Management Review

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We study preferential attachment (i.e., a rich‐get‐richer effect) in alliance networks. Thereby, we argue that various levels (firm, firm group, country) influence the strength of preferential attachment. To test our hypotheses, we take a sample of 117 airlines from 74 countries in the period 2001 to 2011. For the estimation, we use stochastic actor‐oriented models, a method for analyzing longitudinal network data. As a result, we find that preferential attachment is stronger for firms that have fewer resources and are located in a less‐developed country. Consequently, we show how different competitive positions affect alliance strategies.

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“…The alliance portfolio management capability is defined as the ability of firms to master sustainable competitive advantages through partner selection, alliance construction, governance mechanisms, and alliance portfolio coordination and configuration [33]. In other words, it is the ability to effectively managing multiple individual alliances simultaneously and to match them with its strategic objectives [34]. The most influential research on the alliance portfolio management capability is by Sarkar et al [14], which suggested that the alliance portfolio management capability consists of three dimensions: partnering proactiveness, relational governance, and portfolio coordination.…”

Section: The Alliance Portfolio Management Capabilitymentioning

confidence: 99%

Alliance Portfolio Management and Sustainability of Entrepreneurial Firms

2018

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The aim of the present work is to testify whether the alliance portfolio management capability has an impact on entrepreneurial firms’ sustainability. A moderating mediation model has been applied to a sample consisting of 101 entrepreneurial firms listed in New OTC Market (Over the Counter Market) in China. Based on the research design, second-hand data and first-hand data were used. The findings reveal that the two dimensions of the alliance portfolio management capability, i.e., partnering proactiveness and relational governance, can trigger a higher value of the alliance portfolio and result in the sustainable growth of entrepreneurial firms. What is more, when the board of directors has centralized power, the alliance portfolio management capability will increase the value of the alliance portfolio and improve the sustainability of entrepreneurial firms. Unlike the previous literature, this study discovers the internal mechanism between the alliance portfolio management capability and firms’ sustainability in the context of entrepreneurship. The theoretical condition of this relationship is provided from the perspective of the board of directors.

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The orchestration of alliance portfolios: The role of alliance portfolio capability

Cited by 22 publications

References 104 publications

Manufacturing strategy, organizational slack, and the formation of interfirm linkages

Manufacturing strategy, organizational slack, and the formation of interfirm linkages

Is it Really a Universal Phenomenon? ‐ Preferential Attachment in Alliance Networks

Alliance Portfolio Management and Sustainability of Entrepreneurial Firms

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