An integrated perspective on alliance management
In: Journal on Chain and Network ScienceSearch for other papers by Geert Duysters in
Current site
Google Scholar
Search for other papers by Koen H. Heimeriks in
Current site
Google Scholar
Search for other papers by Jan A. Jurriëns in
Current site
Google Scholar
Abstract
Alliance management has been on the agenda of management scholars and corporations for many years now. In spite of the growing attention that the academic and management literature has paid to many aspects of alliance management, track records of alliances are still poor. It can therefore be argued that the academic and management literature has been unable to unveil the secret ingredients of alliance success. In the past decades, academic research has identified three main levels of analysis in the field of alliances i.e. the dyadic perspective, the firm level and the network level. With a few exceptions the current body of literature discusses these three main levels of alliance management in isolation of each other. The combined effect of these different levels of alliance management has been largely neglected. In order to fill this void we argue that successful alliance management requires a profound understanding of all three levels of alliance management and their interaction. From this perspective, the contributions made by the different streams of alliance research are not autonomous, but are inherently interrelated.
-
Alliance Analyst. 1994. Two Grandmasters at the Extremes. November 1994. NewCap Communications: Philadelphia, PA.
-
Amit R, Schoemaker PJH. 1993. Strategic Assets and Organizational Rent. Strategic Management Journal 14(1): p. 33-46.
-
Anand BN, Khanna T. 2000. Do firms learn to create value?. The case of alliances. Strategic Management Journal 21: p. 295-315
-
Anand J, Vassolo RS. 2002. An examination of dynamic capabilities: is evolutionary theory under-determined? Paper presented at SMS Conference, Paris.
-
Anderson E, Gatignon H. 1986. Modes of foreign entry: a transaction cost analysis and propositions. Journal of International Business Studies 17: p. 1-26.
-
Anderson JE, Hakansson H, Johanson J. 1994. Dyadic Business Relationships within a Business Network Context. Journal of Marketing 58(4): p. 1-15.
-
Andersson U, Forsgren M, Holm U. 2002. The strategic impact of external networks: subsidiary performance and competence development in the multinational corporation. Strategic Management Journal 23(11): p. 979-996.
-
Arino A. 2003. Measures of collaborative venture performance: an analysis of construct validity. Journal of International Business Studies 34(1): p. 66-79.
-
Baum JAC, Calabrese T, Silverman BS. 2000. Don’t go it alone: alliance network composition and startups’ performance in Canadian biotechnology. Strategic Management Journal 21(3): p. 267-294.
-
Bleeke J, Ernst D. 1991. The way to win in cross-border alliances. Harvard Business Review 69(6): p. 127-135.
-
Bleeke J, Ernst D. 1993. Collaborating to Compete. John Wiley and Sons: New York.
-
Borker M, De Man A-P, Weeda P. 2004. Embedding alliance competence: alliance offices. In Van der Zee H, Strikwerda H (eds.). Fostering Execution, Nolan Norton Annual, De Meern, Nolan Norton & Co, p. 84-92.
-
Burt RS. 1992. Structural Holes: The Social Structure of Competition. Harvard University Press, Cambridge, MA.
-
Coase RE. 1937. The nature of the firm. Economica, 4: p. 386-405. Coleman JS. 1988. Social capital in the Creation of Human Capital. American Journal of Sociology 94: p. S95-S120
-
Combs JG, Ketchen DJ jr. 1999. Explaining interfirm cooperation and performance: toward a reconciliation of predictions from the resource-based view and organizational economics. Strategic Management Journal 20: p. 867-888.
-
Conner KR, Prahalad C. 1996. A resource-based theory of the firm: knowledge versus opportunism. Organization Science 7: p. 477-501.
-
Corporate Strategy Board. 2000. Institutionalizing Alliance Capabilities. A platform for repeatable success. http://www.partneringintelligence.com/resources/InstitutionalizingAllianceCapabilities.pdf. Accessed September 19th 2002.
-
Contractor FJ, Lorange P. 1988. Cooperative strategies in international business. Lexington: Lexington Books.
-
Dacin MT, Hitt MA, Levitas E. 1997. Selecting partners for successful international alliances: examination of U.S. and Korean firms. Journal of World Business 32(1): p. 3-16.
-
Das TK, Teng B-S. 1998. Between trust and control: developing confidende in partner cooperation in alliances. Academy of Management Review 23(3): p. 491-513.
-
Das TK, Teng B-S. 2000a. A resource-based theory of strategic alliances. Journal of Management 26(1): p. 31-61.
-
Das TK, Teng B-S. 2000b. Instabilities of strategic alliances: an internal tensions perspective. Organization Science 11(1): p. 77-101.
-
Das TK, Teng B-S. 2002. The dynamics of alliance conditions in the alliance development process. Journal of Management Studies 39(5): p. 725-746.
-
De Wit B, Meyer R. 2004. Strategy, Process, content, context. Thomson: London. 3rd edition.
-
Dollinger MJ, Golden PA, Saxton T. 1997. The effect of reputation on the decision to joint venture. Strategic Management Journal 18: p. 127-140.
-
Douma MU. 1997. Strategic Alliances, Fit or failure. PhD dissertation. Drukkerij Elinkwijk: Utrecht.
-
Doz YL, Hamel G. 1998. Alliances advantage: the art of creating value through partnering. Harvard Business School Press: Boston, MA.
-
Duysters G, Hagedoorn J. 2000. A Note on Organizational Modes of Strategic Technology Partnering. Journal of Scientific & Industrial Research 58: p. 640-649.
-
Duysters GM, Hagedoorn, J. 2000b. Core competences and company performance in the word-wide computer industry. Journal of High Technology Management Research 11(1): p. 75-91.
-
Duysters GM, Heimeriks KH. 2002. The Influence of Alliance Capabilities on Alliance Performance: An Empirical Investigation. Paper presented at SMS Conference Rotterdam.
-
Duysters GM, Man de A-P, Wildeman L. 1999a. A network approach to alliance management. European Management Journal 17(2): p. 182-187.
-
Duysters GM, Kok G, Vaandrager M. 1999b. Crafting strategic technology partnerships. R&D Management 29: p. 343-351.
-
Dyer JH. 2000. Collaborative Advantage, Winning through extended enterprise supplier networks. Oxford University Press: New York.
-
Dyer JH, Kale P, Singh H. 2001. How to make strategic alliances work, Developing a dedicated alliance function is key to building the expertise needed for competitive advantage. Sloan Management Review 42(4): p. 37-43.
-
Dyer JH, Nobeoka K. 2000. Creating and managing a high-performance knowledge-sharing network: the Toyota case. Strategic Management Journal 21(3): 345-367.
-
Eisenhardt KM, Martin JA. 2000. Dynamic capabilities: What are they?. Strategic Management Journal Special Issue 21(10-11): p. 1105-1121.
-
Financial Times. 2000. Mastering management. Strategy must lie at the heart of alliances. October 16th, 2000. by B. Gomes-Casseres. Accessed March 9th, 2004.
-
Financial Times. 2004. Daimler to ‘reconsider’ its Asian strategy. April 24th, 2004. Accessed April 27th, 2004.
-
Garcia-Pont C, Nohria N. 2002. Local versus global mimetism: the dynamics of alliance formation in the automobile industry. Strategic Management Journal 23(4): 307-321.
-
Gebrekidan DA, Awuah GB. 2002. Interorganizational cooperation: a new view of strategic alliances. The case of Swedish firms in the international market. Industrial Marketing Management 31(8): p. 679-693.
-
Geringer JM. 1991. Strategic determinants of partner selection criteria in international joint ventures. Journal of International Business Studies 22(1): p. 41-62.
-
Geringer JM, Hebert L. 1989. Control and performance of international joint venture. Journal of International Business Studies Summer: p. 235-254.
-
Gittell JH. 2002. Coordinating mechanisms in care provider groups: relational coordination as a mediator and input uncertainty as a moderator of performance effects. Management Science 48(11): p. 1408-1426.
-
Gomes-Casseres B. 1996. The Alliance Revolution: The New Shape of Business Rivalry. Harvard University Press: Cambridge, MA.
-
Grant RM. 1996. Prospering in dynamically-competitive environments: organizational capability as knowledge integration. Organization Science 7(4): p. 375-387.
-
Gulati R. 1998. Alliances and Networks. Strategic Management Journal 19: 293-317.
-
Gulati R. 1999. Network location and learning: the influence of network resources and firm capabilities on alliance formation. Strategic Management Journal 20(5): p. 397-420.
-
Gulati R, Nohria N, Zaheer A. 2000a. Guest editors’ introduction to the special issue: strategic networks. Strategic Management Journal 21(3): p. 199-201.
-
Gulati R, Nohria N, Zaheer A. 2000b. Strategic networks. Strategic Management Journal 21(3): p. 203-215.
-
Gulati R, Singh H. 1998. The architecture of cooperation: managing coordination cost and appropriation concerns in strategic alliances. Administrative Science Quarterly 43(4): p. 781-815.
-
Hagedoorn J, Schakenraad J. 1994. The effect of strategic technology alliances on company performance. Strategic Management Journal 15: p. 291-309.
-
Harbison JR, Pekar P jr. 1998. Smart Alliances, A practical guide to repeatable success. BoozAllen & Hamilton. Jossey-Bass Publishers: San Francisco.
-
Harrigan KR. 1985. Strategic Flexibility: A Management Guide for Changing Times. Lexington Books: Lexington, MA.
-
Heimeriks KH. Alliance capability development: a way out of the deadlock. PhD dissertation. Forthcoming. Eindhoven University of Technology.
-
Helfat C. 2003. The SMS Blackwell Handbook of Organizational Capabilities. Blackwell: Oxford.
-
Hennart J-F. 1988. A transaction costs theory of equity joint ventures. Strategic Management Journal 9(4): p. 361-374.
-
Hill CWL. 1990. Cooperation opportunism and the invisible hand: implication of transaction cost theory. Academy of Management Review 15(3): 500-513.
-
Hoang HT, Rothaermel FT, Simac S. 2002. Alliance experience and collaborative R&D performance in the pharmaceutical industry. Paper presented at the SMS Conference, Paris.
-
Ireland RD, Hitt MA, Vaidyanath D. 2002. Alliance management as a source of competitive advantage. Journal of Management 28(3): p. 413-446.
-
Johnson JL, Cullen JB, Sakano T, Takenouchi H. 1996. Setting the stage for trust and strategic integration in Japanese-U.S. cooperative alliances. Journal of International Business Studies 27: p. 981-1004.
-
Kale P, Dyer JH, Singh H. 2002. Alliance capability, stock market response, and long term alliance success: the role of the alliance function. Strategic Management Journal 23(8): p. 747-767.
-
Kale P, Singh H. 1999. Alliance capability and success: a knowledge-based approach. working paper Wharton School, University of Pennsylvania.
-
Khanna T, Gulati R, Nohria N. 1998. The dynamics of learning alliances: competition, cooperation, and relative scope. Strategic Management Journal 19(3): p. 193-210.
-
King AW, Tucci CL. 2002. Incumbent entry into new market niches: the role of experience and managerial choice in the creation of dynamic capabilities. Management Science 48(2): p. 171-186.
-
Kogut B, Zander U. 1992. Knowledge of the firm, combinative capabilities, and the replication of technology. Organization Science 3: p. 383-397.
-
Koka BR, Prescott JE. 2002. Strategic alliances as social capital: a multidimensional view. Strategic Management Journal 23(9): p. 795-816.
-
Koza MP, Lewin AY. 2000. Managing partnerships and strategic alliances: raising the odds of success. European Management Journal 18(2): p. 146-151.
-
KPMG. 1996. Alliances, Networks and Virtual Organisations. White Paper, KPMG, Amstelveen.
-
Kumaraswamy MM, Rahman MM. 2002, Minimising transaction costs, maximising relational benefits and optimising risk management - through partnering in Hong Kong projects. International Journal for Construction Marketing 3(2): p. 51-72.
-
Larsson R, Bengtsson L, Henriksson K, Sparks J. 1998. The interorganizational learning dilemma: collective knowledge development in strategic alliances. Organization Science 9(3): p. 285- 305.
-
Lei D, Slocum JW jr, Pitts RA. 1997. Building cooperative advantage: managing strategic alliances to promote organizational learning. Journal of World Business 32(3): p. 203-223.
-
Lorenzoni G, Baden Fuller C. 1995. Creating a strategic center to manage a web of partners. California Management review 2: p. 14-23
-
Lorenzoni G, Lipparini A. 1999. The leveraging of interfirm relationships as a distinctive organizational capability: a longitudinal study. Strategic Management Journal 20(4): p. 317-338.
-
Luo Y. 2002. Contract, cooperation, and performance in international joint ventures. Strategic Management Journal 23(10): p. 903-919.
-
Madhavan P, Koka BR, Prescott JE. 1998. Network in transition: how industry events (re)shape interfirm relationships. Strategic Management Journal 19(5): p. 439-459.
-
Madhok A. 2002. Reassessing the fundamentals and beyond: Ronald Coase, the transaction cost and resource-based theories of the firm and the institutional structure of production. Strategic Management Journal 23(6): 535-550.
-
Medcof JW. 1997. Why too many alliances end in divorce. Long Range Planning 30(5): p. 718-732.
-
Morgan RN, Hunt SD. 1994. The commitment-trust theory of relationship marketing. Journal of Marketing 58, p. 20-38.
-
Nault BR, Tyagi RK. 2001. Implementable mechanisms to coordinate horizontal alliances. Management Science 47(6): p. 787-799.
-
Nelson R, Winter S. 1982. An Evolutionary Theory of Economic Change. Harvard University Press: Cambridge, MA.
-
Nohria N, Eccles RG. 1992. Networks and Organisations, Structure, form and action. Harvard Business School Press: Boston, MA.
-
Olk P. 2002. Evaluating Strategic Alliance Performance. In Cooperative Strategies and Alliances. Contractor FJ, Lorange P (eds). Elsevier Science: Oxford: p. 119-143.
-
Omta SWF, Trienekens JH, Beers G. 2001. Chain and network science: A research framework. Journal on Chain and Network Science 1(1): p. 1-6.
-
Osborn RN, Hagedoorn J. 1997. The institutionalization and evolutionary dynamics of interorganizational alliances and networks. Academy of Management Journal 40(2): p. 216-278.
-
Oxtoby B, McGuiness T, Morgan R. 2002. Developing organisational change capability. European Management Journal 20(3): p. 310-320.
-
Park SO, Ungson GR. 2001. Interfirm rivalry and managerial complexity: a conceptual framework of alliance failure. Organization Science 12(1): p. 37-53.
-
Parkhe A. 1993a. “Messy” research, methodological predispositions, and theory development in international joint ventures. Academy of Management Review 18(2): p. 227-268.
-
Parkhe A. 1993b. Strategic alliances structuring: a game theoretic and transaction cost examination of interfirm cooperation. Academy of Management Journal 36(4): p. 794-829.
-
Poppo L, Zenger T. 2002. Do formal contracts and relational governance function as substitutes or complements?. Strategic Management Journal 23(8): p. 707-725.
-
Porter ME. 1990. The Competitive Advantage of Nations. MacMillan: London.
-
Powell WW, Koput KW, Smith-Doerr L. 1996. Interorganizational collaboration and the locus of control of innovation: networks of learning in biotechnology. Administrative Science Quarterly 41(1): p. 116-145.
-
Rindova VP, Kotha S. 2001. Continuous ‘morphing’: competing through dynamic capabilities, form, and function. Academy of Management Journal 44(6): p. 1263-1281.
-
Ring PS. 2000. The three t’s of alliance creation: task, team and time. European Management Journal 18(2): p. 152-163.
-
Ring PS. 2002. The role of contract in strategic alliances. In Cooperative Strategies and Alliances. Contractor FJ, Lorange P (eds). Elsevier Science: Oxford: p. 145-162.
-
Ring PSA, Van de Ven AH. 1994. Developmental processes of cooperative interorganizational relationships. Academy ofManagement Review 19: p. 90-118.
-
Sanchez R, Heene A, Thomas H. 1996. Dynamics of Competence-Based Competition: Theory and Practice in the New Strategic Environment. Oxford: Elsevier Pergamon.
-
Sanchez R. 2001. Building Blocks for Strategy Theory: Resources, Dynamic Capabilities and Competences. In Rethinking Strategy. Volberda HW, Elfring T (eds). Sage Publications: London: p. 143-157.
-
Simonin BL. 1997. The importance of collaborative know-how: an empirical test of the learning organization. Academy of Management Journal 40(5): p. 1150-1174.
-
Singh H. 2003. The relational organization: from relational rents to alliance capability. In Helfat C. The SMS Blackwell Handbook of Organizational Capabilities. Blackwell: Oxford, p. 257-263.
-
Sivadas E, Dwyer RF. 2000. An examination of organizational factors influencing new product development in internal and alliance-based processes. Journal of Marketing 64 (1): 31-40.
-
Takeishi A. 2001. Bridging inter and intra-firm boundaries: management of supplier involvement in automobile product development. Strategic Management Journal 22(5): p. 403-433.
-
Teece DJ, Pisano G, Shuen A. 1997. Dynamic capabilities and strategic management. Strategic Management Journal 18(7): p. 509-533.
-
Thomke S, Kuemmerle W. 2002. Asset accumulation, interdependence and technological change: evidence from pharmaceutical drug discovery. Strategic Management Journal 23(7): p. 619-635.
-
Thomson Financial. 2001. SDC Platinum Database, London, UK. Uzzi B. 1997. Social structure and competition in interfirm networks: the paradox of embeddedness. Administrative Science Quarterly 42: p. 35-67.
-
Uzzi B, Gillespie JJ. 2002. Knowledge spillover in corporate financing networks: embeddedness and the firm’s debt performance. Strategic Management Journal 23(7): p. 595-618.
-
Venkatraman N, Ramanujam V. 1986. Measurement of business performance in strategy research: a comparison of approaches. Academy of Management Review 11(4): p. 801-814.
-
Wahyuni S. 2003. Strategic alliance development. A study on alliances between competing firms. PhD dissertation. Research Institute Systems: Groningen.
-
Wernerfelt B. 1984. A resource-based view of the firm. Strategic Management Journal 5(2): p. 171-180.
-
Williamson OE. 1975. Markets and Hierarchies: Analysis and antitrust implications, New York: Free Press.
-
Williamson OE. 1979. Transaction-cost economics: The governance of contractual relations, Journal of Law and Economics, Vol.22, p. 233-261.
-
Williamson OE. 1991. Comparative economic organization: the analysis of discrete structural alternatives. Administrative Science Quarterly 36: p. 269-296.
| All Time | Past 365 days | Past 30 Days | |
|---|---|---|---|
| Abstract Views | 0 | 0 | 0 |
| Full Text Views | 124 | 115 | 7 |
| PDF Views & Downloads | 58 | 53 | 14 |
An integrated perspective on alliance management
In: Journal on Chain and Network ScienceSearch for other papers by Geert Duysters in
Current site
Google Scholar
PubMed
Search for other papers by Koen H. Heimeriks in
Current site
Google Scholar
PubMed
Search for other papers by Jan A. Jurriëns in
Current site
Google Scholar
PubMed
Abstract
Alliance management has been on the agenda of management scholars and corporations for many years now. In spite of the growing attention that the academic and management literature has paid to many aspects of alliance management, track records of alliances are still poor. It can therefore be argued that the academic and management literature has been unable to unveil the secret ingredients of alliance success. In the past decades, academic research has identified three main levels of analysis in the field of alliances i.e. the dyadic perspective, the firm level and the network level. With a few exceptions the current body of literature discusses these three main levels of alliance management in isolation of each other. The combined effect of these different levels of alliance management has been largely neglected. In order to fill this void we argue that successful alliance management requires a profound understanding of all three levels of alliance management and their interaction. From this perspective, the contributions made by the different streams of alliance research are not autonomous, but are inherently interrelated.
| All Time | Past 365 days | Past 30 Days | |
|---|---|---|---|
| Abstract Views | 0 | 0 | 0 |
| Full Text Views | 124 | 115 | 7 |
| PDF Views & Downloads | 58 | 53 | 14 |
