Understanding the international strategic alliances of SMEs: a case-study approach

Prabhudesai, Rohit; Prasad, Ch. V. V. S. N. V.

doi:10.1504/ijesb.2018.094272

Cited by 3 publications

(9 citation statements)

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“…, 2013; Huang et al. , 2015; Liu and Yang, 2019; Prabhudesai and Prasad, 2018). While possession of both tangible and intangible resources can make a firm an attractive SA partner and hence promote SA formation, we will argue below that the two resource types will have differential implications for SA formation.…”

Section: Conceptual Developmentmentioning

confidence: 99%

“…Prior literature has often classified resources into two broad categoriestangible (can be seen and quantified including many types of physical assets) and intangible (difficult to quantify and not easily separable from the firm, including many types of knowledge assets or reputation) (Marr and Roos, 2005). According to the RBT, every firm possesses a combination of tangible and intangible resources, whose quantum and quality determine its success in the marketplace (Bretherton and Chaston, 2005;Galbreath, 2005;Greco et al, 2013;Huang et al, 2015;Liu and Yang, 2019;Prabhudesai and Prasad, 2018). While possession of both tangible and intangible resources can make a firm an attractive SA partner and hence promote SA formation, we will argue below that the two resource types will have differential implications for SA formation.…”

Section: Conceptual Developmentmentioning

confidence: 99%

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Resource type and SME alliance formation: the contingent role of perceived environmental uncertainty

Prabhudesai¹,

Pangarkar

Prasad

2022

JSBED

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PurposeThe aim of the study was to determine how the different types of resources possessed by a small- and medium-sized enterprise (SME), in conjunction with the environmental uncertainty perceived by the SME's managers, affect SME's alliance formation.Design/methodology/approachPersonal interview method was used to collect responses to a survey instrument from Indian SMEs. Logistic regression technique was used to analyze the responses obtained from 127 manufacturing enterprises.FindingsThe study finds that while both tangible and intangible resources possessed by an enterprise positively influence the enterprise's alliance formation, the influence of intangible resources is significantly stronger. The authors also observed the interactive effect between each resource type and environmental uncertainty to be a significant predictor of alliance formation.Research limitations/implicationsThe study does not account for temporal effects such as changes in resources and perceived environmental uncertainty, which may affect alliance formation. Similarly, because the data were obtained from a geographically restricted sample, replication of the study in other geographies may be necessary for generalizing the results.Originality/valueThe paper responds to the call for research to link firm resources and perceived environmental uncertainty toward explaining alliance formation by SMEs. The study went beyond making a distinction between the two types of resources by explicating how the interaction of resource type and environmental uncertainty will affect alliance formation.

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Section: Conceptual Developmentmentioning

confidence: 99%

Section: Conceptual Developmentmentioning

confidence: 99%

Resource type and SME alliance formation: the contingent role of perceived environmental uncertainty

Prabhudesai¹,

Pangarkar

Prasad

2022

JSBED

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“…Like previous research, such as , we used a single case study for a more in-depth exploration and understanding of the phenomena (see also Prabhudesai & Prasad, 2018). The main goal was to obtain empirical insights from SMEs in a specific context as the case (Bartlett & Vavrus, 2016).…”

Section: Research Settingmentioning

confidence: 99%

“…Later, networks became divided into business networks, social networks, and institutional networks (Oparaocha, 2015). The role of different alliances for SME internationalisation and of diverse virtual and global networks for SMEs grew in the globalisation-Internet era and triggered further institutional discussions (e.g., Prabhudesai & Prasad, 2018, see also Jin, Ramkumar & Chou, 2018). IBAs represent an important institutional network actor that provide support to the international activities of SMEs (Costa et al, 2017a).…”

Section: Introductionmentioning

confidence: 99%

Portuguese textile association fostering the internationalisation of small and medium-sized enterprises

Costa

Soares

Sousa

et al. 2022

IJESB

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He has a PhD in Industrial Engineering and Management from the Faculty of Engineering of the University of Porto (FEUP) in Portugal, since 2018. His doctoral research aimed to study and design information management and collaborative network solutions to improve the support provided by industrial business associations to the internationalisation of SMEs, following a design science research approach. He accomplished his MScEng degree in 2012 in the field of Industrial Engineering and Management at the University of Minho in Portugal.

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“…As suggested by the Social Exchange theory, presence of trust will facilitate more and better-quality communication, helping the performance of the alliance through achievement of synergies, goal attainment and satisfaction. Equally importantly, greater communication will enhance learning (a partnerlevel performance proxy) and competitive benefits for SMEs, especially if the alliance involves sharing and use of tacit resources that requires close cooperation and coordination across partners (Gaur et al, 2011;Prabhudesai and Prasad, 2018a;Scalera et al, 2020). Hence:…”

Section: Exchange Climate: Communication and Conflictmentioning

confidence: 99%

Performance impact of behavioural factors in alliances by SMEs: an empirical analysis

Prabhudesai

Pangarkar²,

Prasad

et al. 2022

IJPPM

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PurposeThis paper aims to fill a gap in the authors’ understanding of alliance-level and the partner-level alliance performance by analysing the influence of behavioural factors for alliances formed by SMEs. Prior studies on the topic have arrived at inconclusive results. This study plugs gaps in prior studies' approach such as deployment of inconsistent performance measures, and omission of contingent factors.Design/methodology/approachThe survey method was used to collect responses about 86 alliances of Indian SMEs. The data were analysed using PLS-SEM technique.FindingsTwo relationship capital variables – Trust and Commitment – were found to have differential influence on the two levels of SME alliance performance, and their influence was mediated by the presence of two exchange climate variables – Communication and Conflict.Research limitations/implicationsSince the study employs perceptual measures of performance, it is subject to the limitations of these measures. Similarly, given the relatively small sample size on which analyses were based, the results may need to be replicated in order to generalize the findings.Practical implicationsThe study tested a comprehensive model for alliance and partner performance in the context of SMEs. The study's results may be particularly useful to managers of SMEs for focusing on the key factors that influence alliance performance as well as their performance.Originality/valueThe model tested in the study is comprehensive and also accounts for the subtleties about the impact of the two key types of behavioural factors – Relationship capital and Exchange climate – on alliance and partner performance.

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Understanding the international strategic alliances of SMEs: a case-study approach

Cited by 3 publications

References 0 publications

Resource type and SME alliance formation: the contingent role of perceived environmental uncertainty

Resource type and SME alliance formation: the contingent role of perceived environmental uncertainty

Portuguese textile association fostering the internationalisation of small and medium-sized enterprises

Performance impact of behavioural factors in alliances by SMEs: an empirical analysis

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