This paper introduces a social network perspective to the study of strategic alliances. It extends prior research, which has primarily considered alliances as dyadic exchanges and paid less attention to the fact that key precursors, processes, and outcomes associated with alliances can be defined and shaped in important ways by the social networks within which most firms are embedded. It identifies five key issues for the study of alliances: (1) the formation of alliances, (2) the choice of governance structure, (3) the dynamic evolution of alliances, (4) the performance of alliances, and (5) the performance consequences for firms entering alliances. For each of these issues, this paper outlines some of the current research and debates at the firm and dyad level and then discusses some of the new and important insights that result from introducing a network perspective. It highlights current network research on alliances and suggests an agenda for future research. © 1998 John Wiley & Sons, Ltd.

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Alliances and networks

This edited collection applies the network approach to the analysis of business relationships in a global context. Drawing on a number of international case studies, a "network approach" is developed, giving rise to theoretical and practical managerial insights and a different way of conceptualizing companies within markets. New angles emerge on traditional problems of business management, with some novel implications which should challenge established ways to analyze business markets. Previous publications by these authors include, "Corporate Technological Behaviour", "Professional Purchasing" and "Managing Innovation Within Networks".

/pdf/developing-relationships-in-business-networks-5fttlrf0v8.pdf

Developing relationships in business networks

https://isiarticles.com/bundles/Article/pre/pdf/9619.pdf

Entrepreneurial orientation and small business performance : A Configurational Approach

Maintaining robust cooperation in interfirm strategic alliances poses special problems. Such relationships have received growing attention in recent research grounded in game theory, which has suggested that some alliance structures are inherently more likely than others to be associated with high opportunity to cheat, high behavioral uncertainty, and poor stability, longevity, and performance. The present study merged these theoretical insights with the logic of transaction cost economics in a general model of alliance structuring and tested it with data from 111 interfirm alliances. Findings generally supported the model and hypotheses, suggesting the need for a greater focus on game theoretic structural dimensions and institutional responses to perceived opportunism in the study of voluntary interfirm cooperation.

https://www.jstor.org/stable/pdfplus/256759.pdf

Strategic Alliance Structuring: A Game Theoretic and Transaction Cost Examination of Interfirm Cooperation

How do organizations make strategic choices during the time of fundamental institutional transitions such as those sweeping numerous emerging economies? To answer this question, a two-phase model of institutional transitions is developed in this article. I focus on the longitudinal process to move from a relationship-based, personalized transaction structure calling for a network-centered strategy to a rule-based, impersonal exchange regime suggesting a market-centered strategy. I then identify the points of inflection; predict strategic choices for incumbent, entrepreneurial, and foreign firms; and delineate their performance implications.

Institutional Transitions and Strategic Choices

This study develops and tests a dynamic perspective on strategic fit. Drawing from contingency and resource-based arguments in the strategy and organizational theory literatures, we propose a distinctive analytical approach to identify environmental and organizational contingencies that should predict changes in a firm's strategy and the performance implications of such changes. We test our model using extensive longitudinal data from over 4000 U.S. savings and loan institutions during a period when many S&Ls considered changing strategic direction. The findings support our model of dynamic strategic fit. Specifically, we find that (1) the timing, direction, and magnitude of strategic changes can be logically predicted based on differences in specific environmental forces and organizational resources, and (2) organizations that deviated from our model's prediction of dynamic strategic fit (i.e., changed more or changed less than our model prescribed) experienced negative performance consequences. We conclude by discussing the implications of our approach and findings for future research on strategic fit and strategic change. Copyright © 2000 John Wiley & Sons, Ltd.

https://www.jstor.org/stable/pdfplus/3094237.pdf

Modeling the dynamics of strategic fit: a normative approach to strategic change

This paper discusses possibilities for combining collective and competitive strategies. Combinations can be problematic if competitive intentions are disclosed through the information links resulting from collective strategies. After describing how different collective strategies may lead to an uncontrolled disclosure of strategic information, a typology evaluating the feasibility of strategy combinations is developed. The typology's implications for research and managerial practice are discussed.

Matching collective and competitive strategies

This study examines opportunities and risks of collective strategies. Some dysfunctional outcomes of collective strategies include their tendencies: to reduce strategic flexibility; to increase the impact of external disturbances; to lower organizational adaptability; and to attract new entrants. A model is developed which provides an integrated analysis of the consequences of collective strategy; it highlights the dialectical relationship between collective and competitive strategies. Possibilities for avoiding or muting the dysfunctions of collective strategies are discussed.

Collective Strategy: Vice or Virtue?

Kuhn's (1970, 1974) concept of paradigm development and the concept of dialectical materialism are used to demonstrate how formal planning may cause intraorganizational contradictions and endanger an organization's viability. These concepts are integrated by a model of planning dysfunctionalities. Ways to resolve such contradictions are discussed, and questions are suggested for empirical investigation.

https://www.jstor.org/stable/pdfplus/258260.pdf

Dysfunctional Effects of Formal Planning: Two Theoretical Explanations.

The timing of competitive actions and responses is a key management concern that has important performance consequences. This study focuses on the timing and consequences of competitive responses. Theory predicts a negative linear relationship between response delay and responder performance mirrored by an opposing positive linear relationship between response delay and first mover performance. In contrast, our study suggests that response delay has a curvilinear relationship with responder performance, and a linear relationship with first mover performance. We test our propositions using retail industry data and discuss the implications. Copyright © 2008 John Wiley & Sons, Ltd.

Rudi K. F. Bresser

Papers

Modeling the dynamics of strategic fit: a normative approach to strategic change

Matching collective and competitive strategies

Collective Strategy: Vice or Virtue?

Dysfunctional Effects of Formal Planning: Two Theoretical Explanations.

Performance implications of delayed competitive responses: evidence from the U.S. retail industry