Organizational Identity and Interorganizational Alliances
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"Organizational Identity and Interor..." refers background or methods in this paper
...At the same time, industry dynamics create complementarities and competition among firms, which affects the formation of strategic alliance portfolios (Eisenhardt and Schoonhoven, 1996; Gulati, 1995; Stuart, 1998)....
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...At the same time, industry dynamics create complementarities and competition among firms, which affects the formation of interorganizational alliances (Eisenhardt and Schoonhoven, 1996; Gulati, 1995; Stuart, 1998)....
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...Technology firms, in particular, will form ties with other technologically similar firms to collaborate on innovations, as they are better able to exchange knowledge with each other than technologically dissimilar firms (Mowery, Oxley, and Silverman, 1996; Stuart, 1998)....
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...Electronic copy available at: https://ssrn.com/abstract=2417023 3 Also, Stuart (1998) showed that firms tend to select partners that are classified in technology segments that are similar to those firms....
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...Researchers (e.g., Eisenhardt and Schoonhoven, 1996; Stuart 1998) studying the semiconductor industry have used the strategy of collecting alliance data from press releases and trade magazines....
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"Organizational Identity and Interor..." refers background in this paper
...For instance, entrepreneurs may use strategies such as influencing convergence around a standard technology to create and sustain new markets (Aldrich and Fiol, 1994) or claiming a new market actively so that they become the cognitive referent for it (Santos and Eisenhardt, 2009)....
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