Resource-based View of Strategic Alliance Formation: Strategic and Social Effects in Entrepreneurial Firms

“The RBV explains how firms relate to their markets by defining alliances as a collection of tangible and intangible resources (Eisenhardt and Schoonhoven, 1996).”

“A number of studies such as Eisenhardt and Schoonhoven (1996)”

“Although achieving global reach demands resources that may not be readily available to newly founded ventures, social networks may help increase the supply of foreign market knowledge by overcome resource barriers (Eisenhardt and Schoonhoven, 1996).”

“Additionally, alliances may be formed in response to competitors’ alliances (Gimeno, 2005) or to enhance industry coordination and reduce market uncertainty (Eisenhardt and Schoonhoven, 1996).”

“Setting a standard often involves forming an alliance (Eisenhardt and Schoonhoven, 1996; Hanseth and Monteiro, 1997; Warner, 2003; Weiss and Cargill, 1992), particularly in a complex situation like an international standard setting where many stakeholders at various levels interact ranging from individual firms, indus…”

“Whereas some scholars analyze the number of formed alliances (Eisenhardt & Schoonhoven, 1996; Howard, Withers, & Tihanyi, 2017) or whether companies would hypothetically form or did form an R&D alliance (Sullivan & Tang, 2013; Tyler & Steensma, 1998), Kang and Zaheer (2018) examined the network…”

“Second, collaboration enables the transfer and absorption of external knowledge and in that respect acts as an important supplement to the internal innovative activities of organizations (Ahuja, 2000; Deeds and Rothaermel, 2003; Eisenhardt and Schoonhoven, 1996; Grandstrand et al., 1997; Hagedoorn, 2002).”

“In fact, the financial resources awarded can be productively deployed to acquire and retain key resources that help successfully realize the innovation potential in new commercial products, services, and/or technologies (Eisenhardt and Schoonhoven, 1996).”

“Several scholars have identified knowledge as a key component of businesses’ internationalization (cf. Johanson & Vahlne, 1977; McDougall et al., 1994; Eriksson et al., 1997; Hadjikhani, 1997; Oviatt & McDougall, 1997).”

“Kaye Schoonhoven was my primary partner in the investigation of the U.S. semiconductor industry (e.g., Eisenhardt and Schoonhoven 1990, 1996; Schoonhoven et al. 1990).”

“, ITAs), from a resource-seeking focal firm’s angle, but also the contribution of VIRN resources towards innovation-creating and value-capturing capabilities, which provide competitive advantage (Eisenhardt and Schoonhoven, 1996; Lavie, 2006; Pitelis, 2007).”

“Two common schools of thought are that firm partners are selected for strategic resource needs or for social resource opportunity (Eisenhardt and Schoonhoven 1996).”

“Resource providers may prefer to invest their resources in ventures based (in part) on whether the founder has higher human capital, such as more productive skills to better exploit opportunities (Colombo and Grilli 2005, Eisenhardt and Schoonhoven 1996).”

“’ Establishing access to venture capital networks is not trivial to achieve, as emerging social networks are often highly exclusive (Eisenhardt and Schoonhoven, 1996; Stuart, 1998).”

“As firms face increasing difficulties when conducting purely individual strategies, they must cooperate with partners to gain access to specific resources or knowledge that they lack internally (Dyer and Singh, 1998; Eisenhardt and Schoonhoven, 1996).”

“…for a variety of reasons that include undertaking joint innovations and organizational leaning (Grant and BadenFuller 2004), accessing new markets (Kogut 1991), sharing risks and costs (Eisenhardt and Schoonhoven 1996), and enhancing public visibility and recognition (Baum and Oliver 1991).”

“Competition forces firms into strategically vulnerable positions (Eisenhardt and Schoonhoven, 1996), prompting the acquisition of inimitable resources of competitive value.”

“Finally, we included a control for target industry uncertainty to address the predictability of demand as well as product-market conditions potentially shaping firms’ investments in internal development projects and external alliances (Eisenhardt & Schoonhoven, 1996).”

“…framework in transactional cost theory (Williamson, 1975), social exchange theory in social communities (Young, 1957), resource-based organisational theory (Eisenhardt and Schoonhoven, 1996), relationship marketing theory (Hunt and Morgan, 1994) and SMEs’ growth theory (Dubini and Aldrich, 1991).”

“Frequently it has been argued that technology start-ups facing adverse market conditions are more inclined than larger firms to establish collaborative agreements (Colombo et al., 2006; Eisenhardt and Schoonhoven, 1996; Shan, 1990).”

“b the pre-existence of strategic relationships (which are a function of firm strategies, competitive and market conditions), or at least of a sense of strategic interdependency that may lead to mutual forbearance and a desire to seek common ground.(7)”

“This argument is supported by Eisenhardt and Schoonhoven[31], when they confirmed that network support is important during early stages of a venture development, because alliance behavior was greater during the early stages of a market’s development compared to later mature, market stages.”

“Indeed, the previous research revealed that personal networks enable entrepreneurs to obtain information, advice, and social support from network members (Birley 1985), raise equity and debt capital (Uzzi 1999, Shane and Cable 2002), and find alliance partners (Eisenhardt and Schoonhoven 1996).”

“The strategy alliance literature has illustrated the benefits of partnerships for firms that collaborate to meet their strategic needs and access opportunities (Eisenhardt and Schoonhoven 1996 ) as well as pursue mutually compatible interests (Das and Teng 1998 ).”

“Following the oftrepeated aphorism that ‘firms must have resources to get resources’ (Eisenhardt and Schoonhoven, 1996: 137), we include firm size4 in 2006 to capture broad resource stocks.”

“The significant findings related to marketing alliance are consistent with the strategic position view of alliance (Eisenhardt & Schoonhoven, 1996), which suggests that alliances may help new ventures to defend their vulnerable market positions through acquiring more resources in a hostile…”

“Akey strategic explanation for interorganizational collaboration is that organizations seek access to complementary resources (Barringer & Harrison, 2000; Dyer & Singh, 1998; Eisenhardt & Schoonhoven, 1996; Lavie, 2006).”

“…Montgomery and Hariharan, 1991; Mosakowski, 1993; Farjoun, 1994, 1998; Helfat, 1994, 1997; Henderson, 1994; Henderson and Cock- burn, 1994; Markides, 1995; Robins and Wiersema, 1995; Chang, 1996; Eisenhardt and Schoonhoven, 1996; Miller and Shamsie, 1996; Sharma and Kesner, 1996; Majumdar, 1998).”

“That competitive positioning influences the asset value of the firm is an essential element of more contemporary resource-based view treatises on ISAs (Eisenhardt and Schoonhoven, 1996).”

“Several industry level factors may affect inter-firm cooperation including the stage of market development, industry specificity, export versus local market orientation, as well as competitive uncertainty of firms (Eisenhardt and Schoonhoven 1996; Mudambi et al. 2016).”

“Numerous previous studies found collaborative R&D to be an instrument used by firms to acquire new skills and to source specialized know-how (e.g. Hamel, 1991; Hagedoorn, 1993; Hagedoorn and Schakenraad, 1994; Powell et al., 1996; Eisenhardt and Schoonhoven, 1996; Gulati, 1998).”

“Decision makers, in practice, respond to the inherent risk associated with internationalization by placing more reliance on their social networks as a means to economize on these higher search costs (Eisenhardt and Schoonhoven, 1996).”

“Highly competitive markets may prompt team members to not only use more aggressive and riskier strategies but also take steps to reduce their vulnerability by forming more strategic alliances (Eisenhardt & Schoonhoven, 1996; Schoonhoven, Eisenhardt, & Lyman, 1990).”

“, nonobservable knowledge and skills), as these are slow to develop internally [33].”

“In this case, firms have fewer incentives to cooperate [58].”

“broader, resource-based perspective (Eisenhardt and Schoonhoven, 1996; Gulati, 1999; Rothaermel, 2001), as a way to either acquire or gain access to resources, knowledge and capabilities (Grant and Baden-Fuller, 2004; Mowery et al.”

“In this industry, it is well established that start-up firms participate in regional networks (Appleyard 1996, Almeida and Kogut 1999, Almeida et al. 2003) and develop alliances with stronger firms (Eisenhardt and Schoonhoven 1996).”

“However, as emphasised by recent knowledge-based ( Eisenhardt and Schoonhoven, 1996 ) and sociological (Gulati, 1995; Jack, 2002; Uzzi, 1996) extensions of the model, this type of collaboration requires high levels of mutual “trust” and interpersonal and interorganisational relationships based at least as much upon no…”

“High levels of both technical and market uncertainty result in more turbulent environments for high-technology industries compared to other types of industries (Eisenhardt and Schoonhoven, 1996).”

“P7: Eisenhardt and Schoonhoven (1996) P39: Lambe and Spekman (1997)”

“…another (Dyer and Singh 1998; Poppo and Zenger 2002; Wuyts and Geyskens 2005; Carson and Ghosh 2019), debated the antecedents that affect their use (Eisenhardt and Schoonhoven 1996; Oh et al. 1992), and explored the contexts in which the complementarity effect will prevail (e.g., Mellewigt et al.…”

“…the costs of research activities, risk sharing, obtaining access to new markets and technologies, and pooling of complementary skills are more strategic rationales for collaboration in research and development (Kogut, 1989; Hagedoorn, 1993; Eisenhardt and Schoonhoven, 1996; Mowery et al., 1998).”

“(3) Does maritime industrial cyclicality shape partner selection criteria?”

“Existing studies have emphasized the important role that the desire to obtain resources and capabilities that are considered to be deficient plays in the formation of alliances (Das and Teng, 2000), particularly under difficult environmental conditions (Eisenhardt and Schoonhoven, 1996).”

“…identified certain industry characteristics as being important determinants of strategic alliances, including the degree of competition in the market, the stage of market development, and demand and competitive uncertainties (Harrigan, 1988; Burgers et al., 1993; Eisenhardt and Schoonhoven, 1996).”

“2008) and can be sourced through networks (Eisenhardt and Schoonhoven 1996; Dyer and Singh 1998; Lavie 2006).”

“Central to the relational view of strategic management is the notion that firms enter interorganizational relationships to gain competitive advantage, for instance, by accessing unique resources of a partner (e.g., Chung, Singh, & Lee, 2000; Eisenhardt & Schoonhoven, 1996; Gulati, 1999).”

“Companies in high technology industries tend to use strategic technology alliances to expand their innovation capabilities because of rapid technological change and thus high levels of uncertainty force them to rely on flexible forms of collaboration (Eisenhardt and Schoonhoven, 1996).”

“…1990), N-Form (Hedlund, 1994), molecular (Morabito, Sack, & Bhate, 1999), cellular (Miles, Snow, Mathews, Miles, & Coleman, 1997), arranged in strategic allegiance (Eisenhardt & Schoonhoven, 1996), customer centric (Galbraith, 2002), and changed while technologies are changing (Ciborra, 1996).”

“This research draws benefi cially on the substantial body of research on alliances and alliance networks in the organization theory literature (see Adams, 1980; Ahuja, 2000; Dyer, 1997; Eisenhardt & Schoonhoven, 1996; Gerlach, 1992; Gulati, 1995a, 1998; Khanna, Gulati, & Nohria, 1998; Koza & Lewin, 1998; Monge et al.,…”

“In other words, does the entrepreneur’s creativity, unleashed by the perceived boundaries, address the constrained domain or circumvent the constraints by identifying new, rather unrelated opportunities?”

“Scholars have observed that to overcome these limitations, SMEs can establish alliances with third parties (e.g., Baum, Calabrese, and Silverman 2000; Eisenhardt and Schoonhoven 1996; Flatten, Greve, and Brettel 2011; Miles, Preece, and Baetz 1999; Nieto and Santamaría 2010).”