Abstract: Prior research has indicated that experience and dedicated organizational structures are important organizational factors in alliance management. Yet, empirical findings in this stream have been mixed suggesting that our current conceptual understanding of alliance management is incomplete. We develop a model of dynamic organizational routines that constitute “alliance management capability,” an important new element that mediates the relationships between experience, organizational structures, and alliance performance. Based on our sample of 302 firms that have R&D alliances, we find support for our hypotheses that alliance management capability (i.e., coordination, learning, sensing, and adaptation routines) has a positive effect on alliance performance and mediates the performance impact of alliance experience and structures.

Abstract: This study examines how top management teams (TMTs) influence the efficacy of organizational learning from acquisition experience. We argue that TMTs with moderate levels of demographic heterogeneity favor learning more than teams at either end of the heterogeneity spectrum. We tested our predictions on acquisition behavior and performance using longitudinal data on more than 1,000 international acquisitions by 25 Dutch companies over four decades (1966-2006).

Abstract: This paper analyzes the internal characteristics of organizational structure which have an influence on the development of hybrid competitive strategies and their link to firm performance. The study examines a sample of large Spanish firms belonging to different sectors by means of the Partial Least Squares (PLS) technique, using formative dimensions for competitive strategy and organizational structure. The results reveal that the strategies which simultaneously emphasize high differentiation and low cost levels influence firm performance positively, and that the possible organizational support needed to reach an appropriate hybrid strategy may be the design of organic, flexible organizations with mechanical components. Likewise, it has been checked that the competitive strategy acts as a factor mediating the influence exerted by organizational structure on firm performance

Abstract: What is a cluster? We proposed that both market and management provide coordination resources to cluster activities, and defined clusters by the trade-off between the combination of transaction costs and managerial costs within a cluster, and the market transaction costs. This definition provides the sufficient condition for the existence of a cluster and its boundary, and imply: (1) A strategic action for managing a cluster focuses on building its capability to measure the productivity of production factors and to facilitate market competition within a cluster; (2) Managerial action should target on reducing transaction costs within a cluster; (3) The more the internal market works, the less the managerial resources/cost takes. Via Hsinchu Science Park’s IC cluster in Taiwan, we examine how management creates the internal market and enhances the cluster performance.