Up- and down- alliances: A systematic literature review |
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| Affiliation: | 1. Chair of Strategic and International Management, Technical University of Munich, Arcisstraße 21, 80333, Munich, Germany;2. WHU - Otto Beisheim School of Management, Burgplatz 2, 56179, Vallendar, Germany;1. University of Nicosia, 46 Makedonitissas Avenue, CY-2417, P.O. Box 24005, CY-1700, Nicosia, Cyprus;2. Loughborough University, Epinal Way, Loughborough, Leicestershire, LE11 3TU, UK;1. Texas A&M University, Dept. of Management, TAMU 4221, College Station, TX, 77843-4221, United States;2. Penn State University - Great Valley, School of Graduate Professional Studies, Malvern, PA 19355, United States;3. The University Of Texas - San Antonio, One Utsa Circle, San Antonio, TX 78249, United States;4. Penn State University – Berks, Reading, PA 19610, United States;1. School of Management, Zhejiang University, Hangzhou, 310058, China;2. Cardiff University Business School, Aberconway Building, Colum Drive, Cardiff, CF10 3EU, United Kingdom;3. Leeds University Business School, Maurice Keyworth Building, University of Leeds, Leeds, West Yorkshire, LS2 9JT, United Kingdom;1. St. Petersburg State University, Graduate School of Management, Volkhovsky per. 3, 199004, St. Petersburg, Russia;2. Vienna University of Economics and Business, Department of Global Business and Trade, Welthandelsplatz, 11020, Vienna, Austria;3. University of Vaasa, School of Accounting and Finance, Wolffintie 34, 65200, Vaasa, Finland;4. National Research University Higher School of Economics, Graduate School of Business, 20 Myasnitskaya Ulitsa, 101000, Moscow, Russia;1. Cardiff Business School, Cardiff University, UK;2. DAN Department of Management and Organizational Studies, The University of Western Ontario, Canada;3. Management School, University of Sheffield, UK;4. School of Management, University of St Andrews, The Gateway, North Haugh, St Andrews, Fife, KY16 9RJ Scotland, UK |
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| Abstract: | This paper develops a systematic literature review about up- and down- alliances: vertical alliances (VAs) characterized by long term continuity between firms operating in adjacent stages of a value chain. Vertical alliances are a must for firms operating in a complex and unstable world, because they guarantee the advantages deriving from the vertical coordination of the value chain as well as the flexibility of cooperation.In spite of the copious literature on alliances, few contributions focus specifically on VAs, so a clear overview of the phenomenon is missing. Furthermore, the different terminology and definitions found in the literature are confusing. Our systematic literature review identifies the theoretical approaches which are most used to study the development, potential and dynamics of VAs. The review highlights the main theories and the most explored topics, and identifies the gaps still existing in the literature. From the review, we developed a taxonomy to determine which research stream would be most congruent to a specific research topic. |
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| Keywords: | Systematic literature review Vertical alliances Downstream alliances Upstream alliances Buyer-supplier relations |
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