The DOI matches its Crossref record; 5 of the 5 references it cites were found in a registry or an index.
Alliance partners and firm performance: resource complementarity and status association
Abstract
Bridging the resource‐based view and the institutional perspective, this study explores the performance consequences of firms' alliance partner selections by examining the interactions of resource complementarity and institutional associations (reflected through both societal and network status) between the firm and its partners. The integrative framework suggests that a joint consideration of resource complementarity and status effects, as well as important firm‐ and environmental‐level contingent factors, are critical for understanding the underlying mechanisms of alliance formations and their effects on firm performance. Further, our study suggests that it is necessary to consider both societal and network status as they can have distinct effects under certain conditions. Our analyses of four U.S. industries (computer, steel, pharmaceutics, crude petroleum and natural gas) over a span of 13 years largely support our framework. Copyright © 2009 John Wiley & Sons, Ltd.
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Cites
Firm Resources and Sustained Competitive Advantage
Barney, J. (1991) · Journal of Management · doi:10.1177/014920639101700108 · Cited by 48,334
Managing Legitimacy: Strategic and Institutional Approaches
Suchman, M. C. (1995) · The Academy of Management Review · doi:10.2307/258788 · Cited by 19,903
Burt, R. S. (1992) · doi:10.4159/9780674029095 · Cited by 9,093
The Adolescence of Institutional Theory
Scott, W. R. (1987) · Administrative Science Quarterly · doi:10.2307/2392880 · Cited by 3,699
Eisenhardt, K. M., & Schoonhoven, C. B. (1996) · Organization Science · doi:10.1287/orsc.7.2.136 · Cited by 2,672 · cited 4×
“Similarly, emerging market firms sought partners that helped them secure access to resources that they lacked, namely financial and technical resources, and strategic positions in the marketplace.”
BackgroundInfluential
Cited by
Organizational differences, relational mechanisms, and alliance performance
Lavie, D., Haunschild, P. R., & Khanna, P. (2012) · Strategic Management Journal · doi:10.1002/smj.1987 · Cited by 272
Hofmann, K. H., Theyel, G., & Wood, C. H. (2012) · Business Strategy and the Environment · doi:10.1002/bse.739 · Cited by 263
Kim, D., & Zhu, P. (2018) · Journal of Operations Management · doi:10.1016/j.jom.2018.11.002 · Cited by 253
Terjesen, S., Patel, P. C., & Covin, J. G. (2011) · Journal of Operations Management · doi:10.1016/j.jom.2010.07.004 · Cited by 158
Metadata
- Authors
- Lin, Z. (., Yang, H., & Arya, B.
- Venue
- Strategic Management Journal
- Publisher
- Wiley
- Published
- 2009-04-14
- Volume
- 30
- Issue
- 9
- Pages
- 921-940
- ISSN
- 0143-2095 (ISSN-L)
- 1097-0266
- OpenAlex
- W2080267056
- Cited by
- 394
- References
- 5
- FWCI
- 52.99
- Type
- journal article
- Language
- en
- Open access
- closed
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
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