Strategic alliances versus internal venturing: the impact upon firm performance

2002 ◽  
Author(s):  
J.E. McCann
Keyword(s):  
Firm Performance ◽  
Strategic Alliances ◽  
Internal Venturing ◽  
The Impact

scholarly journals Alliance Portfolios

Management ◽  
2019 ◽  
Author(s):  
Pek-Hooi Soh ◽  
Annapoornima M. Subramanian
Keyword(s):  
Firm Performance ◽  
Strategic Alliances ◽  
Capability Development ◽  
Performance Impact ◽  
Alliance Portfolio ◽  
Knowledge Based ◽  
Trade Offs ◽  
New Business ◽  
The Impact ◽  
Alliance Portfolios

The field of alliance portfolio research has grown significantly since 2007, and much research has focused on the impact of alliance portfolios on firm performance. An alliance portfolio is a collection of alliances established by a firm with different partners over a certain number of years. The term has also been referred to as a network of direct ties or bilateral relationships of the firm. In management research, some researchers use the term to account for all alliances that remain actively involved in focal firm’s business when assessing the competitive positioning of the firm in an industry, whereas others include both existing and past alliances when focal firm’s alliance experience and capability development is concerned. In strategic management and innovation studies, scholars have investigated alliance portfolios that are typically made up of a variety of strategic partners who may possess specialized knowledge, capabilities, and other valuable resources required by focal firms. Thus, there exist variations in how alliance portfolios are defined in academic studies, especially depending on the research disciplines and the objectives of alliance formation in a particular industry context. Furthermore, management scholars have argued that a portfolio-level approach toward investigating the performance impact of strategic alliances is more appropriate than a dyadic view. The prime reason is that management cannot ignore the interdependence that exists between alliance activities, the trade-offs in resource allocation and the synergies that arise from across the alliance projects. Alliance portfolios will likely offer a larger scope of opportunities for new combinations than individual bilateral alliances do. In understanding the relationship between alliance portfolios and firm performance, scholarly works have branched into these broad research inquiries: (i) the configuration of alliance portfolios, (ii) the management of alliance portfolios, and (iii) the role of alliance portfolios from a knowledge-based view. More recently, a new theme has emerged to study whether and how small and young ventures benefit from alliance portfolios. Above all, across these lines of alliance portfolios research inquiry, growing attention has been drawn to the antecedents and consequence of learning and value creation among portfolio partners, which would predict a firm’s performance in profitability, innovation, and new business development.

Impact of multilevel strategic alliances on innovation and firm performance

2017 ◽  
Vol 9 (1) ◽  
pp. 53-80 ◽  
Author(s):  
Murat Atalay ◽  
Onur Dirlik ◽  
Fulya Sarvan
Keyword(s):  
Firm Performance ◽  
Strategic Alliances ◽  
Strategic Alliance ◽  
Positive Impact ◽  
Performance Outcomes ◽  
Innovation Performance ◽  
Network Ties ◽  
Content Type ◽  
Specific Category ◽  
The Impact

Purpose The purpose of this study is to explore the configuration of network ties that would have a positive impact on performance outcomes and test the presumed impact of multilevel strategic alliances on innovation and firm performance in a specific industry. Design/methodology/approach This study comprises part of a larger project on the network relations of yacht-building firms operating in Turkey. Data of the study was collected through face-to-face interviews and questionnaires with 143 yacht-building firms operating in major yacht-building regions of the country. Findings The findings of the study indicated the presence of meaningful relationship between total number of (strong) network relations perceived as strategic alliance and overall innovation performance. The generally presumed positive relationship between innovation performance and firm performance was supported. The type of innovation performance that was found to be related to the total number of network ties perceived as strategic alliance at national and global levels was product innovation performance. Practical implications A possible contribution of this study for industry members would be the implications of the finding that indicates positive impact of strategic alliances with different actors of the industry. Originality/value This study contributes to the exploration of network configurations that have a positive impact on innovation and firm performance, by dealing with the impact of the size, strength and geographical level of network relations in one single study. The yacht-building industry as the empirical setting represents a specific category of industry that rests on customized individual or small-batch manufacturing requiring considerable interaction with customers and suppliers. Because no study exists on this topic, findings can inspire similar industries.

ICT SMEs, Performance, Absorptive Capacity and Transformative Capacity

2019 ◽  
Vol 118 (3) ◽  
pp. 178-188
Author(s):  
Yeon-Sung Cho ◽  
Kyung-Il Khoe
Keyword(s):  
Firm Performance ◽  
Market Orientation ◽  
Empirical Analysis ◽  
Absorptive Capacity ◽  
Latent Variables ◽  
Equation Modeling ◽  
Transformative Capacity ◽  
The Impact ◽  
The Empirical Analysis ◽  
Innovative Capacity

This study intends to integrate the relationship of market orientation, innovative capacity and firm performance to Information and Communication Technology(ICT) SMEs. The purpose of this study is to identify the role of absorptive capacity and transformative capacity that affect the performance of ICT SMEs. Hypotheses were established between five latent variables. A total of six hypotheses were established including the moderated effects of absorptive capacity and transformative capacity. Of the data collected after the survey, 112 valid surveys were selected as the final sample, except for 17 questionnaires with high non - response and insincere response. The empirical analysis of this study used smartpls3.0, Partial Least Squares (PLS), a variance-based structural equation modeling. The empirical analysis of this study revealed that the impact of market orientation on innovative capacity was significant. Moreover, the innovative capacity had a positive effect on the performance of ICT SMEs. In addition, the absorptive activity had a positive moderated effect between the market orientation and the innovative capacity. On the other hand, the transformative capacity showed a positive moderated effect in relation to innovative capacity and firm performance. Our empirical results have demonstrated the importance of knowledge based capacity in the ICT SMEs.

The nature of entrepreneurial orientation strength: the impact of shared values on firm performance

2021 ◽  
pp. 1-21
Author(s):  
Laurence G. Weinzimmer ◽  
Eric J. Michel ◽  
Jennifer Robin
Keyword(s):  
Firm Performance ◽  
Entrepreneurial Orientation ◽  
Convergent Validity ◽  
Field Studies ◽  
Theory And Practice ◽  
Interactive Effects ◽  
Revenue Growth ◽  
Entrepreneurship Theory ◽  
The Impact ◽  
Strong Culture

Abstract Drawing on Wales, Monsen, and McKelvie's (2011, Entrepreneurship Theory and Practice, 35(5), 895–923) model of entrepreneurial orientation pervasiveness and the strong culture hypothesis (Denison, 1984, Organization Dynamics, 13, 4–22), this study investigates how entrepreneurial orientation (EO) strength, defined as the level of agreement in the shared perceptions of EO, serves as a boundary condition of the EO–firm performance relationship. Four field studies provide evidence for a valid and reliable 10-item multidimensional measure of entrepreneurial orientation, the EO-10, which in turn, may be used to assess EO strength. We establish content and construct validity of the EO-10 (study 1; n = 447 employees), criterion-related validity with revenue growth and sales growth (study 2; n = 412 employees in 43 profit centers), and convergent validity with Covin and Slevin's (1989, Strategic Management Journal, 10, 75–87) 9-item measure (study 3; n = 291 employees). Finally, in study 4 (n = 853 employees nested in 22 organizations), we demonstrate the interactive effects of EO and EO strength on profit growth and revenue growth. In sum, this study provides conceptual and empirical evidence for the importance of EO strength as a moderator of the EO–firm performance relationship.

scholarly journals Two Sides of the Same Coin. University-Industry Collaboration and Open Innovation as Enhancers of Firm Performance

2021 ◽  
Vol 13 (7) ◽  
pp. 3866
Author(s):  
Joana Costa ◽  
Ana Rita Neves ◽  
João Reis
Keyword(s):  
Firm Performance ◽  
Open Innovation ◽  
Primary Data ◽  
Company Performance ◽  
Innovation Ecosystem ◽  
Industry Collaboration ◽  
And Performance ◽  
Performance Results ◽  
The Impact ◽  
University Industry

Open innovation is proved to be determinant in the rationalization of sustainable innovation ecosystems. Firms, universities, governments, user communities and the overall environment are called to contribute to this dynamic process. This study aims to contribute to a better understanding of the impact of open innovation on firms’ performance and to empirically assess whether university-industry collaborations are complementary or substitutes for this activity. Primary data were collected from a survey encompassing 908 firms, and then combined with performance indicators from SABI (Spanish and Portuguese business information). Econometric estimations were run to evaluate the role of open innovation and university-industry collaboration in the firm innovative propensity and performance. Results highlight the importance of diversity in collaborations with the academia and inbound open innovation strategy as enhancers of firm performance. The two activities reinforce each other. By testing the impact of open innovation practices on company performance, the need for heterogeneity in terms of contact type and university is also demonstrated. Findings cast light on the need to reformulate existing policy packages, reinforcing the ties with academia as well as the promotion of open innovation strategies. The connection to the innovation ecosystem needs to be further encouraged as well as the promotion of persistent connections with the knowledge sources in an open and multilateral framework.

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