Creating and taming discord: How firms manage embedded competition in alliance portfolios to limit alliance termination

2018 ◽  
Vol 39 (12) ◽  
pp. 3273-3299 ◽  
Author(s):  
Navid Asgari ◽  
Vivek Tandon ◽  
Kulwant Singh ◽  
Will Mitchell
Keyword(s):  
Alliance Termination ◽  
Alliance Portfolios

Diversity in Alliance Portfolios and Performance Outcomes: A Meta-Analysis

2014 ◽  
Vol 43 (5) ◽  
pp. 1472-1497 ◽  
Author(s):  
Donghun (Don) Lee ◽  
Katie Kirkpatrick-Husk ◽  
Ravi Madhavan
Keyword(s):  
Positive Impact ◽  
Theoretical Orientation ◽  
Meta Analysis ◽  
Performance Outcomes ◽  
Alliance Portfolio ◽  
Quantitative Synthesis ◽  
And Performance ◽  
The Relationship ◽  
Level Of Analysis ◽  
Alliance Portfolios

Given the increasing interest in alliance portfolios, alliance portfolio diversity (APD) has been the focus of many recent studies. Yet, the performance consequences of APD—or of diversity in general—are neither theoretically clear nor empirically consistent. With meta-analytic analyses, we assess extant research on the APD–performance link. Across studies, APD has a positive impact on performance, although the level of analysis and how performance is measured influence the relationship. Going beyond conventional quantitative synthesis, however, we also systematically uncover patterns in how theoretical orientation and the operationalization of diversity moderate the APD–performance relationship. Our study serves as an invitation for future APD studies to employ more sophisticated theoretical and operationalization approaches as they expand our knowledge of diversity in alliance portfolios.

Understanding Alliance Portfolios Using Visual Analytics

2017 ◽  
Vol 8 (4) ◽  
pp. 1-21 ◽  
Author(s):  
Rahul C. Basole ◽  
Timothy Major ◽  
Arjun Srinivasan
Keyword(s):  
Visual Analytics ◽  
Alliance Portfolios

Alliance portfolios and firm performance: the moderating role of environmental dynamics

2017 ◽  
Vol 117 (8) ◽  
pp. 1550-1566 ◽  
Author(s):  
Xiaoyan Wang ◽  
Haijun Bao
Keyword(s):  
Social Network ◽  
Network Theory ◽  
High Performance ◽  
Social Network Theory ◽  
Three Dimensions ◽  
Content Type ◽  
Negative Effect ◽  
Moderating Role ◽  
Alliance Portfolios

Purpose The purpose of this paper is to focus on the operation strategy of high-performance alliance portfolios by analyzing the effect of alliance portfolios on the performance of focal firms, using post-structuralism of social network theory and contingency theory. In detail, this paper refines alliance portfolios into three dimensions, and studies the moderating role of context on the relation between alliance portfolios and firm performance. Design/methodology/approach The empirical study was carried out with second-hand data gathered from Internal Revenue Service. In total, this paper gathered data from 506 focal firms in Zhejiang Province from 2001 to 2010 as the sample to test the hypotheses. Findings Based on the empirical results, the authors find the positive effect of relational dimension (weak alliance portfolios) and partner dimension (the diversity of partners) on performance. The effect of the former will become weaker with the increasing environmental dynamic, while the effect of the latter will become stronger. However, the structural dimension (alliance portfolios size) and relational dimension (new partners) have the negative effect on performance. And the negative effect will become stronger under high environmental dynamic. Moreover, the negative effect of non-local partners on performance becomes stronger when the environmental dynamic is high. Research limitations/implications The paper reveals that with the industry transformation caused by “internet +,” companies have been required go beyond traditional dyadic alliance management perspective. That is to say, individual alliance relationship should be seen as a part of a much broader picture of alliance portfolio. As such, the framework may help companies to manage their alliance portfolios by matching high-performance alliance portfolios to the external environment to produce a synergistic effect (Lea et al., 2006; Tritos et al., 2013; Keith et al., 2014) taking the characteristics of the configuration of alliance portfolios into consideration. Originality/value The paper presents a model that explains the effect of three dimensions of alliance portfolios on the performance of focal firms in different contexts through empirical study. This paper also integrates post-structuralism of social network theory and contingency theory to enable the understanding on the configuration of alliance portfolios.

A jack-of-all-trades or a master of none: the performance effects of balancing exploration and exploitation within vs across alliance portfolio domains

2018 ◽  
Vol 24 (3) ◽  
pp. 569-587 ◽  
Author(s):  
Christopher R. Penney ◽  
James G. Combs ◽  
Nolan Gaffney ◽  
Jennifer C. Sexton
Keyword(s):  
Firm Performance ◽  
Value Chain ◽  
Fixed Effects ◽  
Empirical Work ◽  
Generalized Least Squares ◽  
Exploration And Exploitation ◽  
Specific Domain ◽  
Alliance Portfolio ◽  
Content Type ◽  
Alliance Portfolios

Purpose Theory predicts that balancing exploratory and exploitative learning (i.e., ambidexterity) across alliance portfolio domains (e.g. value chain function, governance modes) increases firm performance, whereas balance within domains decreases performance. Prior empirical work, however, only assessed balance/imbalance within and across two domains. The purpose of this study is to determine if theory generalizes beyond specific domain combinations. The authors investigated across multiple domains to determine whether alliance portfolios should be imbalanced toward exploration or exploitation within domains or balanced across domains. The authors also extended prior research by exploring whether the direction of imbalance matters. Current theory only advises managers to accept imbalance without helping with the choice between exploration and exploitation. Design/methodology/approach Hypotheses are tested using fixed-effects generalized least squares (GLS) regression analysis of a large 13-year panel sample of Fortune 500 firms from 1996 to 2008. Findings With respect to the balance between exploration and exploitation within each of the five domains investigated, imbalanced alliance portfolios had higher firm performance. No evidence was found that balance across domains relates to performance. Instead, for four of the five domains, imbalance toward exploration related positively to firm performance. Originality/value An alliance portfolio that allows for exploration in some domains and exploitation in other domains appears more difficult to implement than prior theory suggests. Firms benefit mostly from using the alliance portfolio for exploratory learning.

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