Session Details: Session 1062

Mastering Alliance Capability

Track E

Date: Monday, October 13, 2008

 

Time: 17:00 – 18:15

Common Ground

Room: Salon 25


Facilitator:
Michael Leiblein, Ohio State University

Title: Capturing Alliance Capability: A Classification Approach

Authors

  • Barbara E Pramboeck, Vienna University of Economics & Business Administration
  • Bodo B Schlegelmilch, Vienna University of Economics & Business

Abstract: It is now widely accepted in the alliance literature that some firms are more successful in managing alliances than others. This alliance capability is said to be a major driver of alliance performance and competitive advantage. Consequently, alliance capability is now receiving considerable attention in the literature. But although substantial progress has been made in the field, the construct remains vague and there is no agreement on its conceptualization. A plethora of terms and definitions lead to confusion and fragmentation that complicate systematic future research and the understanding of practitioners. This paper offers a thorough review of the extant literature on this topic and suggests a classification framework. Based on this framework, research gaps are identified and avenues for future research are charted.

Title: Effects of Alliance Experience on Firm Technological Innovativeness

Authors

  • Rui Wu, Tsinghua University

Abstract: This study examines impacts of alliance experience on firm innovativeness, which indicates a firm’s capability of leveraging resources to create competitive advantages. Using innovativeness as a novel measure of performance, I propose that alliance experiences benefit partnering firms in two ways: general alliance experience (breadth) and duration of prior relationship (depth). Greater general experience expands the pool of resources a firm can tab for explorative activities, thus increases the firm’s range of exploration for its innovativeness. Duration of prior alliances determines the depth of cooperation knowledge, which allows partners to transfer tacit knowledge and to integrate resources more efficiently for innovative use. However performance gains from duration diminish as relationships prolong due to knowledge depreciation and increasing opportunity cost.

Title: Putting Different Eggs in One Basket: Antecedents and Consequences of Alliance Portfolio Diversity

Authors

  • Turanay Caner, St. John's University
  • Jason Park, City University of Hong Kong

Abstract: The present study examines the antecedents and consequences of a business phenomenon increasingly important to researchers and practitioners: alliance portfolio diversity. Specifically, we aim to understand better how firms’ geographical location influences their alliance portfolio diversity which in turn affects firms’ financial performance. We also examined the moderating effect of firm alliance strategy for the alliance portfolio diversity and performance relationship. The preliminary results of our analysis suggest that the concentration of industry clustering in a region where firms are located fosters the diversity of focal firms’ alliance portfolios, which in turn positively drive economic performance. Our study signals the need for more work in understanding the antecedents and consequences of a fast emerging construct, alliance portfolio diversity.

Title: Strategic Alliance Formation as Firms' External Exploration and Exploitation: An Extended Resource-based Perspective

Authors

  • Haibin Yang, City University of Hong Kong
  • Irem Demirkan, Suffolk University
  • Zhiang Lin, University of Texas at Dallas

Abstract: In this study we extend the resource-based perspective and argue that a firm's learning tendency in strategic alliances can be determined by both its resource characteristics and the way a firm bundles its resources. Specifically, we propose that a firm's learning tendency in alliances can be exploration or exploitation in nature, which is affected by intra-firm (organizational slack, knowledge base) and inter-firm resources (network diversity) and moderated by its strategic orientations (cost leadership and differentiation strategies). Our initial analyses of four U.S. industries over eight years suggest that although firms use strategic alliances to balance exploration and exploitation activities across organizational boundaries, the choices of such external learning channels are also subject to resource and strategic constraints.

Title: The Path-Dependent Development of Alliance Capability

Authors

  • Sören Kupke, University of Potsdam
  • Christoph Lattemann, Potsdam University

Abstract: This contribution focuses on ‘alliance capability’ which describes a specific form of dynamic capabilities. Dynamic capabilities are a specific form of organizational capabilities and offer new theoretical insights on knowledge. ‘Alliance capabilitiy’ is characterized by corporate processes, positions (asset combinations), and paths. The specific interdependence of these three ‘P’s, while setting up alliances, defines a specific dynamic capability of a corporation. The aim of this paper is to explore and describe alliance capability as a dynamic capability and to develop a broader framework of alliance capability which also can be proved by empirical research. In a case study of Deutsche Börse Group, an international stock exchange corporation which is operating in a high dynamic and competitive environment, alliance capability will be analyzed. A brief description of the exchange industry will be provided.

Title: Value Creation and Appropriation in Alliance Portfolios: The Role of Synergistic and Conflicting Resource Interdependencies

Authors

  • Ulrich Wassmer, EMLYON Business School
  • Pierre Dussauge, HEC-Paris

Abstract: We draw on the resource-based view and advance a model on value creation and appropriation in multilaterally connected firms. We suggest that value creation in alliance portfolios is a function of the value created from synergistic resource combinations involving resources accessed from different partners and the value destroyed by incompatibilities between a focal firm’s resource combinations and those deployed by its partners.

All Sessions in Track E...

Sun: 10:00 – 11:30
Session 1501: Exploration Strategies: Current Research and Future Content and Methodological Challenges
Sun: 13:00 – 14:30
Session 1601: Organizational Capabilities and Competitive Advantage: Where Do We Go From Here?
Sun: 15:00 – 16:30
Session 1701: Using Research Centers to Foster ABC Collaboration
Mon: 11:15 – 12:30
Session 1067: The Upside of Financial Investments
Session 1072: Lessons from Industry Cases
Mon: 15:30 – 16:45
Session 1073: Learning and Competitive Dynamics
Session 1074: Configurations and Performance
Session 1076: The Knowledge-Based View in New Arenas
Mon: 17:00 – 18:15
Session 1060: Value Creation and Appropriation: Perspectives From the Resource-Based View, Property Rights and Incomplete Contracting
Session 1062: Mastering Alliance Capability
Session 1069: Leveraging and Repositioning Resources
Tue: 11:15 – 12:30
Session 1059: Networks and Social Capital
Session 1070: Performance and the Competitive Arena
Tue: 14:30 – 15:45
Session 1063: Topics on Competitive Dynamics
Session 1066: Managing and Environmental Stewardship
Session 1075: Strategic Decision Making
Wed: 10:00 – 11:15
Session 1065: Managing Stakeholder Networks and External Communication
Session 1071: Technology, Innovation and Competitive Advantage
Wed: 11:30 – 12:45
Session 1064: Exploring Dynamic Capabilities
Session 1068: Signals and Firm Reputation


Strategic Management Society

Cologne Conference