Comparing alliance network structure across industries: observations and explanations
Open accessAbstract
Much research in strategic entrepreneurship has focused on the consequences of network structure for firm performance. Despite this emphasis, little is known about variation in network structure across industries, or about the antecedents of this variation. In a comparative study of alliance networks in 32 industries, we demonstrate substantial variety in network structure, and develop a typology of network structures. We then endeavor to explain this variation by focusing on dimensions of the products and technologies that characterize these industries—such as technological uncertainty and dynamism, product modularity, and architectural control—and associating them with underlying characteristics of network structure. We conclude with a discussion of implications of our findings for research in strategic entrepreneurship. Copyright © 2008 Strategic Management Society.
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The extent to which firms engage in alliances depends, ceteris paribus, on the degree of environmental dynamism, with low dynamism providing relatively little need to make sufficient use of alliance management routines.
“Thus, the extent to which firms engage in alliances depends (ceteris paribus) on the degree of environmental dynamism, with low dynamism providing relatively little need to make sufficient use of alliance management routines so that the costs from alliance management capability would be far outweighed by its gains.”
From On the contingent value of dynamic capabilities for competitive advantage: The nonlinear moderating effect of environmental dynamism (2014) · cites this paper as Rosenkopf and Schilling, 2007
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Interorganizational Collaboration and the Locus of Innovation: Networks of Learning in Biotechnology
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Eisenhardt, K. M., & Schoonhoven, C. B. (1996) · Organization Science · doi:10.1287/orsc.7.2.136 · Cited by 2,672 · cited 1× · see citing works
“Alliances enable fi rms to pool, exchange, and jointly create information and other resources (Eisenhardt and Schoonhoven, 1996; Gulati 1998), and, thus, are an important factor in technological innovation.”
BackgroundFactors Affecting the Adoption of Open Systems: An Exploratory Study1
Chau, P. Y. K., & Tam, K. Y. (1997) · MIS Quarterly · doi:10.2307/249740 · Cited by 1,067 · see citing works
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Schilke, O. (2014) · Strategic Management Journal · doi:10.1002/smj.2099 · Cited by 1,264 · see citing works
On the evolution of mobile platform ecosystem structure and strategy
Basole, R. C., & Karla, J. (2011) · Business & Information Systems Engineering · doi:10.1007/s12599-011-0174-4 · Cited by 192 · see citing works
- Authors
- Rosenkopf, L., & Schilling, M. A.
- Affiliations
- University of Pennsylvania (US)
- New York University (US)
- Corresponding author
- Rosenkopf, Lori
- Venue
- Strategic Entrepreneurship Journal
- Publisher
- Wiley
- Published
- 2007-12
- Volume
- 1
- Issue
- 3-4
- Pages
- 191-209
- ISSN
- 1932-4391 (ISSN-L)
- 1932-443X
- OpenAlex
- W1983645846
- Cited by
- 222
- References
- 4
- Citations by year
- 2026: 7 · 2025: 3 · 2024: 4 · 2023: 5 · 2022: 9 · 2021: 10 · 2020: 13 · 2019: 10 · 2018: 17 · 2017: 16 · 2016: 21 · 2015: 17 · 2014: 17 · 2013: 19 · 2012: 18
- FWCI
- 23.66
- Type
- journal article
- Language
- en
- Open access
- bronze
- doi.org
- Locations
- Strategic Entrepreneurship Journal (publishedVersion)
- Funders
- National Science Foundation (0234075)
- Topics
- Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
- Social Sciences › Business, Management and Accounting › Strategy and Management › Business Strategy and Innovation
- Social Sciences › Business, Management and Accounting › Management of Technology and Innovation › Entrepreneurship Studies and Influences
- Keywords
- alliance networks, network structure, inter-firm networks, industry typology, technological uncertainty, technological dynamism, product modularity, architectural control, strategic entrepreneurship
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