Organizational Identity and Interorganizational Alliances
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"Organizational Identity and Interor..." refers background in this paper
...A diverse set of partners can increase an organization’s stock of knowledge and move it closer to the center of research activities (Powell et al., 1996), or a prestigious partner can influence perceptions about the organization’s level of quality and where it may stand in the status hierarchy (Podolny, 1993; Stuart et al....
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...research that indicate the more a firm associates with partners the more involved it will be in a network and form more partnerships (Powell et al., 1996)....
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...These reasons are rooted in various theoretical perspectives, including resource dependency (Pfeffer and Salancik, 1976), strategic needs and social imperatives (Eisenhardt and Schoonhoven, 1996), organizational learning (Powell et al., 1996) and legitimacy (Dacin, Oliver, and Roy, 1997)....
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"Organizational Identity and Interor..." refers background in this paper
...Organizational identity at the macro level is an important feature of industry dynamics: it explains why industries are distinguished from one another, why new markets can be founded in mature industries, and why some market segments do not grow (Carroll and Swaminathan, 2001; Hannan and Freeman, 1977; McKendrick and Carroll, 2001)....
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...I drew upon the theory that new firms are more or less comprehensible as a function of how well they resemble a set of preceding firms that constitute a category and the degree to which that category has been clearly differentiated by those preceding firms (Aldrich and Fiol, 1994; Hannan and Freeman, 1977; Hannan et al., 2007)....
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...In particular, they may be used in research to empirically define a population of organizations that share a common form and fate in life (Hannan and Freeman, 1977)....
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