Strategic alliance team diversity,coordination, and effectiveness

Drawing upon literatures on strategic alliances, teams, and diversity, we propose that strategic alliance team diversity warrants further examination. We suggest that strategic alliance team coordination moderates the relationship between strategic alliance team diversity and effectiveness. Specifically, we hypothesize that coordination strengthens the negative relationship between observable diversity characteristics of nationality and gender and team effectiveness. We also argue that coordination strengthens the positive relationship between nonobservable diversity characteristic of functional background and team effectiveness. Results from 109 team members, 44 team leaders, and 34 alliance executives involved with 44 strategic alliance teams in 15 firms partially support our hypotheses.     

Evaluations of branding alliances between non‐profit and commercial brand partners: the transfer of affect

• There is growing interest in the trend towards co‐branding alliances between non‐profit and commercial entities,which are undertaken by these organisations to transfer associations and affect between each brand partner. Certainly, it makes sense that commercial entities want to gain more from their brands and that non‐profits want secured funding, however, in the same way that the joining of two brands can be beneficial, it can also bring with it major risks when the brand alliance is not well received and evaluations of the alliance are not favourable.
• This research supports the notion that both commercial entities and non‐profit organisations can benefit from a branding alliance, however, an understanding of how these brand alliances are evaluated is important. This research investigates evaluations of brand alliances and the resulting spillover effects for original brand partners that result from brand alliances.
• This research provides empirical support relating to reactions to brand alliances between a non‐profit organisation and a commercial business in terms of how original brand attitudes, familiarity of original brands and perceived brand fit impact on evaluations. While collaboration is important and has potential benefits for each partner—they rest on partner selection and fit between alliance partners. Managerial implications and future research directions are also provided.

Copyright © 2006 John Wiley & Sons, Ltd.     

Partner Type Diversity in Alliance Portfolios: Multiple Dimensions,Boundary Conditions and Firm Innovation Performance

Our research extends the current knowledge based view on the configuration of alliance portfolios and their deployment in different external knowledge environments. We study these alliance portfolios in a longitudinal sample (1996–2010) for over three thousand firms that operate in a large number of industries in the Netherlands. Our findings indicate that partner type variety and partner type relevance, as different dimensions of partner diversity in alliance portfolios, both have an inverted U‐shaped association with firm innovation performance. However, alliance portfolios characterized by both high partner type variety and high relevance cause inferior innovation performance. Different external knowledge environments, characterized by different levels of industry modularity and scope of knowledge distribution, moderate the inverted U‐shaped associations of partner type variety and relevance in alliance portfolios with firm innovation performance in opposing directions. While for partner type variety, a high level is found to be optimal in environments with greater modularity or broader scope of knowledge distribution, for partner type relevance it turns out that a low level is optimal under more modular industry conditions.     

Partner analysis and alliance performance

The determinants of strategic alliance performance have not been explored adequately in the literature. Empirical studies abound with numerous kinds of performance measures but, thus far, there is no coherent theoretical basis for the determinants of alliance performance. In this article we present a theoretical framework for understanding alliance performance in terms of its key antecedents. We submit that alliance performance is strongly influenced by particular characteristics of the partner firms as mediated by alliance conditions. We use the term “partner analysis” to denote the integrated approach comprising market analysis and resource analysis of partner firms. Alliance conditions are composed of collective strengths, interpartner conflicts, and interdependencies. We discuss the various linkages between the components of partner analysis, alliance conditions, and alliance performance. Finally, we develop a number of propositions to facilitate empirical testing of our partner analysis framework, and indicate its key implications for future research and managerial practice.     

Do Firms Learn from Alliance Terminations? An Empirical Examination

In this paper, drawing from the learning from failure perspective, we argue that firms that have experienced prior terminations are less likely to have their future alliance terminated. Our key argument is that prior terminations will enable firms to design better alliances and adopt more appropriate alliance management strategies to avoid future terminations. We also suggest a more nuanced view of learning by hypothesizing that termination experience will mediate the relationship between alliance formation experience and likelihood of termination. We used the case–control methodology to select a sample of 198 alliances (consisting of 99 terminations and an equal number of surviving alliances) from the global biotechnology industry, and deployed logistic regression analysis to test the hypotheses in a multivariate setting. Our analysis strongly supports both hypotheses.     

Moving to the Next Strategy Stage: Examining Firms' Awareness,Motivation and Capability Drivers in Environmental Alliances

Complementing extant studies on the antecedents of firms' environmental strategy, this article focuses on the trajectories of corporate engagement in proactive environmental alliances. Specifically, we build an awareness–motivation–capability framework and analyze factors that drive the move beyond incremental pollution prevention and facilitate firms' engagement in transformative, sustainable development strategies in their alliances. Based on 212 environmental alliance‐related observations, our test results indicate limited explanatory power of regulatory pressures, but highlight the role of firms' environmental networks to sharpen their awareness to engage in transformative alliances. Further, we elaborate on the nuances and boundary conditions of firms' risk‐taking propensity, industry concentration, financial capacity and especially prior sector‐spanning experiences as motivation and capability drivers. These insights contribute to the discourse on firms' environmental strategy and alliance formation by depicting how and to what extent environment‐specific and more general firm attributes predispose them to engage in transformative rather than incremental environmental projects. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment     

Flow Signals: Evidence from Patent and Alliance Portfolios in the US Biopharmaceutical Industry

Integrating signalling theory and the portfolio diversity literature, we theorize that diversity in a firm's patent and alliance portfolios sends contrasting flow signals impacting its market value in a nuanced way. Diversity in an alliance portfolio mediates the patent portfolio diversity – market value relationship by suppressing the negative effect of patent portfolio diversity creating an overall positive effect. We test our mediation model on a longitudinal set of 225 US biopharmaceutical firms that were awarded 17,078 patents and participated in 37,744 alliances between 1990 and 2006. Our theory and findings contribute three novel insights. First, we demonstrate the value of a temporal lens in explaining why diversity in a firm's patent and alliance portfolios send flow signals that establish expectations among market observers and have performance implications. Second, establishing that patent and alliance portfolio diversity are temporally sequenced provides compelling evidence for the value of studying multiple types of portfolios, their temporal relationships and effects on firm outcomes. Third, since diversity in a firm's portfolios can send contrasting flow signals conditioned on the cognitive demands and proximity involved in interpreting the signals, firms that do not maintain a ‘signalling fit’ with market observers increase the probability of unintentional negative signalling effects.     

A Knowledge Accessing Theory of Strategic Alliances

ABSTRACT The emerging knowledge‐based view of the firm offers new insight into the causes and management of interfirm alliances. However, the development of an effective knowledge‐based theory of alliance formation has been inhibited by a simplistic view of alliances as vehicles for organizational learning in which strategic alliances have presumed to be motivated by firms’ desire to acquire knowledge from one another. We argue that the primary advantage of alliances over both firms and markets is in accessing rather than acquiring knowledge. Building upon the distinction between the knowledge generation (‘exploration’) and knowledge application (‘exploitation’), we show that alliances contribute to the efficiency in the application of knowledge; first, by improving the efficiency with which knowledge is integrated into the production of complex goods and services, and second, by increasing the efficiency with which knowledge is utilized. These static efficiency advantages of alliances are enhanced where there is uncertainty over future knowledge requirements and where new products offer early‐mover advantages. Compared with alternative learning‐based approaches to alliance formation, our proposed knowledge‐accessing theory of alliances offers the advantages of greater theoretical rigour and consistency with general trends in alliance activity and corporate strategy.     

Does Familiarity Foster Innovation? The Impact of Alliance Partner Repeatedness on Breakthrough Innovations

Does familiarity with alliance partners promote breakthrough innovations? This study draws on the literature of interorganizational routines to examine the impact of repeated R&D collaborations within a firm's alliance portfolio on its breakthrough innovations. Specifically, we contend that the benefits and liabilities of interorganizational routines, arising from alliance partner repeatedness at a firm's alliance portfolio level, lead to an inverted U‐shaped relationship between alliance partner repeatedness and breakthrough innovations. Further, we build on the recent theoretical development of interorganizational routines to propose that technological dynamism will make the inverted U‐shaped relationship steeper. Analyses of approximately 230 firms in the US biopharmaceutical industry from 1983 to 2002 support our hypotheses. Our findings provide important implications for research on alliance portfolio and management of firm innovation.     

The Emergence and Popularization of Strategic Alliances: Institutional and Entrepreneurial Views

Strategic alliances have become a popular strategy in many industries. However, the process through which alliances emerge and get popularized is not well understood. While both the institutional and entrepreneurial views are relevant, they represent competing explanations regarding the alliance phenomenon. This paper recognizes both views and sees alliance emergence as a function of both the firms entrepreneurial posture and its institutional environment. The popularization of alliances is discussed as a legitimization process that changes the institutional environment, which in turn encourages more alliance formation.     

The Dynamics of Alliance Conditions in the Alliance Development Process

One of the key issues in understanding the developmental processes of strategic alliances is how the alliance conditions change over the different stages of alliance development. A related question concerns the nature of the co-evolutionary dynamics of alliances in terms of their constituent partner firms. In this article we propose an integrated process model of alliances that is based on alliance conditions, allianc developmental stages, and an alliance system comprising co-evolutionary elements. We suggest that alliance conditions, or the key characteristics of an alliance at any given moment, link the alliance environment (firm characteristics) and the alliance development process. We also explore how specific patterns of alliance conditions have differential impacts on the interactive elements of the alliance co-evolutionary system.     

Corporate Entrepreneurship Activities through Strategic Alliances: A Resource‐Based Approach toward Competitive Advantage*

abstract Corporate entrepreneurship (CE) activities may significantly benefit from interfirm strategic alliances, although such benefits have not been sufficiently examined in the literature. In this paper, a resource‐based framework is presented to examine how strategic alliances offer entrepreneurial firms needed resources that may not otherwise be available. We argue that CE activities are likely to lead to resource gaps. We compare various options to fill resource gaps, and identify the pros and cons of the alliance approach. We then discuss the resource conditions that provide competitive advantage for a firm, if alliances are properly used to help implement CE. Finally, we examine how different types of alliance (e.g. joint ventures, R&D alliances, and learning alliances) facilitate various CE activities, including innovation, corporate venturing, and strategic renewal.     

The Influence of Top Management Team International Exposure on International Alliance Formation

abstract    This study examines the effect of top management team (TMT) international exposure on the formation of international alliances. We develop our arguments based on relational capital theory to suggest that top executives with international exposure are critical to firms' international alliance formation. Supporting this view, we find that TMT international exposure is positively associated with the formation of international alliances. Moreover, we find evidence to suggest that the effect of TMT international exposure on international alliance formation is more positive as the level of environmental uncertainty increases. We discuss implications and directions for future research.     

A model of antecedents of consumers' post brand attitude upon exposure to a cause–brand alliance

• A cause–brand alliance is a type of cause‐related marketing campaign in which the brand supports a cause in response to a consumer purchasing a product associated with the brand. Using the meaning transfer, attribution, and schema theories, the researchers developed a model and hypotheses addressing structural relationships among key antecedents of brand attitude change upon encountering a cause–brand alliance. The model and the hypotheses were tested in the context of hypothetical cause–brand alliance scenarios. Findings indicate cause–brand alliance attitude as a strong direct predictor of post brand attitude, whereas cause involvement, perceived brand motivations, and prior brand attitude indirectly predict post brand attitude through their effects on cause–brand alliance attitude. Cause–brand fit also indirectly predicts cause–brand alliance attitude via perceived brand motivations. Managerial and theoretical implications are discussed.

Copyright © 2012 John Wiley & Sons, Ltd.     

品牌联盟组织间协作的构成及路径的案例研究

基于复杂适应系统理论,采用案例研究方法,探究品牌联盟组织间协作的构成维度及路径.协作目标、协作契约、组织结构和组织间相互作用为品牌联盟组织间协作的4个关键构成维度.其中,协作目标体现了品牌联盟的需求;协作契约以及组织结构组成协作具体内容;组织间相互作用形成协作方式;协作内容及协作方式共同决定着协作模式的形成.品牌联盟组...     

基于战略意图的战略联盟绩效评价指标体系研究

目前理论界对于企业战略联盟绩效评价的研究,大多数都是使用单纯的财务绩效指标对联盟的绩效进行评价。本文提出,联盟的绩效评价首先应当从组成联盟的企业的各自角度出发。其次由于不同的战略联盟的战略意图相差迥异,应当从战略联盟建立的战略意图出发,来设计评价战略联盟绩效的指标体系。首先对战略联盟各种战略意图作了一个系统的分析,然后提出一套基于战略意图的联盟绩效的评价指标体系,并给出了一种定量评价方法。     

New value partnerships: the lessons of Denny's/Save the Children partnership for building high‐yielding cross‐sector alliances

While business and nonprofit organisations have long used alliances within their own sectors to address specific needs, increasingly they are turning to cross‐sector partnerships that benefit both parties while they serve the common good. In the last decade, marketing alliances between businesses and social sector organisations have become increasingly common as ways for companies to achieve business objectives and for social sector organisations to raise their visibility and attract new resources. The alliance between Denny's and Save the Children provides an example of a noteworthy marketing partnership that shows how a cross‐sector alliance can assist a company with a damaged public image to build a new public identity while enabling an international nonprofit organisation to create an ambitious programme for US children. As a new value partnership, a long‐term, high yielding alliance between businesses and social sector organisations, this relationship is characterised by several elements: communication, opportunity, mutuality, multiple levels, open‐endedness, and new value, forming the acronym COMMON. Copyright © 2001 Henry Stewart Publications     

The Influence of Technological Knowledge Base and Organizational Structure on Technology Collaboration

This study investigates how an incumbent company's internal characteristics influence its propensity to form learning alliances. A firm may be reluctant to enter a research alliance when it has deep knowledge in a certain technological field due to concerns about knowledge leakage and the low possibility of being able to learn much from collaboration. On the contrary, when the firm has a broad knowledge base, it may have high propensity to enter alliances due to more self‐confidence in its ability to learn fast from partners. In addition, we argue that when a firm concentrates its R&D at a central location, this neutralizes the positive and negative influences of the two knowledge base features on alliance formation. We tested and found support for the hypotheses using a database of 1550 alliances undertaken by 78 large incumbent pharmaceutical, chemical, and agro‐food companies active in the biotechnology sector during 1993–2002.     

Effects of Information Technology Capabilities on Strategic Alliances: Implications for the Resource‐Based View

This paper adopts a contingency approach to the resource‐based view (RBV) of the firm and seeks to establish boundary conditions for the value of certain information technology (IT) capabilities. We first identify inter‐organizational alliances as a specific strategy context in which IT capabilities are particularly valuable. We then consider more detailed boundary conditions that can shape the value of these capabilities within the alliance context. Our study shows that firms with better IT capabilities can derive greater value from an alliance, yet this effect also varies across different types of alliances depending on an individual alliance's characteristics. Specifically, IT capabilities are more valuable for alliances with a non‐equity governance structure, as well as those involving a high degree of interdependence between partners. We highlight the implications of our findings for opportunities to advance the RBV.     

产学研联盟动因和形成机理的博弈分析

根据古诺模型的思想,本文分别从企业自主研发、产学研静态竞合、产学研动态竞合、产学研联盟的角度建立了分析模型,并以此为基础分析了产学研联盟动因和形成机理。本文以单位投入要素收益为主要的判别标准,并考虑联盟的协同效应,指出大中小各型企业都有足够的动因形成产学研联盟,从理论上解释产学研联盟广泛流行的现象。