A Longitudinal Study of the Influence of Alliance Network Structure and Composition on Firm Exploratory Innovation

Phelps, Corey

doi:10.5465/amj.2010.52814627

Cited by 794 publications

(696 citation statements)

References 120 publications

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“…At the same time, Stirling (2007) suggests that all three facets are necessary, but individually insufficient, for analyzing the diversity of a given system. Given its ability to capture the key facets of diversity, Stirling's (2007) concept of diversity has, for instance, been used to analyze the role of diversity for alliance networks (e.g., Phelps, 2010) and the success of recombinant innovation (e.g., van den Bergh, 2008). Stirling's (2007) concept of diversity, however, has so far not been applied to the context of MPIJVs despite the fact that it could provide significant new insights.…”

Section: The Concept Of Diversitymentioning

confidence: 99%

The impact of partner diversity within multiparty international joint ventures

Mohr

Wang

Goerzen

2016

International Business Review

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Despite the significant role that multiparty international joint ventures (MPIJVs) play within multinational enterprises, we know little about the significant challenges associated with the management of these ventures. Therefore, we combine the Resource-based View of the Firm and Transaction Cost Economics to investigate the effects of the key aspects of partner diversity (i.e., variety, balance, and disparity) on MPIJV dissolution. We test our hypotheses using a dataset of 248 MPIJVs in China. We find empirical support for a U-curve shaped effect of variety and a negative linear effect of balance on MPIJV dissolution.

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Section: The Concept Of Diversitymentioning

confidence: 99%

The impact of partner diversity within multiparty international joint ventures

Mohr

Wang

Goerzen

2016

International Business Review

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“…Exploratory innovation is defined as experimenting with new product-market combinations and requires building new skills and capabilities (Belderbos et al 2010;Benner and Tushman 2003). Management research considers exploratory innovation vital to the performance and survival of organizations in changing environments (e.g., Govindarajan et al 2011;Phelps 2010) through strategic repositioning and capability development, which are core pillars of CE as strategic renewal (Ireland et al 2009). …”

Section: Boundary-spanning and Strategic Renewalmentioning

confidence: 99%

Achieving strategic renewal: the multi-level influences of top and middle managers’ boundary-spanning

Glaser

Fourné

Elfring³

2015

Small Bus Econ

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Drawing on corporate entrepreneurship (CE) and social network research, this study focuses on strategic renewal as a form of CE and examines the impact of boundary-spanning at top and middle management levels on business units' exploratory innovation. Analyses of multi-source and multi-level data, collected from 72 top managers (TMs) and 397 middle managers (MMs) operating in 34 units of a multinational organization, indicate that TMs' boundaryspanning is positively related to units' exploratory innovation, but also has a cascading effect on MMs by increasing their perceived role conflict. MMs' role conflict is negatively related to units' exploratory innovation and thus offsets some of the benefits gained through TMs' boundary-spanning activities. Taking a configurational perspective on social exchanges at multiple levels, we show that role conflict is reduced by overlapping boundary-spanning ties among TMs and MMs. Surprisingly, MMs' boundary-spanning does not relate to exploratory innovation. Our study shows that with regard to boundary-spanning, a top-down approach to CE as strategic renewal may be most effective because TMs play a key role in driving exploratory innovation. However, TMs need to be aware of the cascading social liabilities of their boundary-spanning behavior and ensure MMs develop similar networks. We advance ongoing debates in studies about CE and social networks by providing empirically validated insights into who drives strategic renewal and by uncovering the benefits and costs of social exchanges for strategic renewal. Furthermore, we uncover potential causes of mixed findings in network theory research and highlight a remedy to social liabilities.

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“…마지막으로 지식의 속성인데 예를 들어 지식의 암묵성과 같은 지식 자체의 속성에 따라 기업이 쌓는 지식의 수준 이 달라질 수 있다 [43,61]. <그림 1> 네트워크 구조 [59] 형태로 연결되어 있는지를 의미한다 [46]. 최근 네트 워크 구조에 관한 경영학 연구들은 다양한 분야에 적용되는 추세다.…”

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Interaction Effect of Network Structure and Knowledge Search on Knowledge Diffusion

Park

2015

Korean Management Science Review

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This paper models knowledge diffusion on an inter-organizational network. Based on literatures related to knowledge diffusion, the model considers critical factors that affect diffusion behavior including nodal property, relational property, and environmental property. We examine the relationships among network structure, knowledge search, and diffusion performance. Through a massive simulation runs based on the agent-based model, we find that the average path length of a network decreases a firm's cumulative knowledge stock, whereas the clustering coefficient of a firm has no significant relationship with the firm's knowledge. We also find that there is an interaction effect of network structure and the range of knowledge search on knowledge diffusion. Specifically, in a network of a larger average path length (APL) the marginal effect of search conduct is significantly greater than in that of a smaller APL.

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A Longitudinal Study of the Influence of Alliance Network Structure and Composition on Firm Exploratory Innovation

Cited by 794 publications

References 120 publications

The impact of partner diversity within multiparty international joint ventures

The impact of partner diversity within multiparty international joint ventures

Achieving strategic renewal: the multi-level influences of top and middle managers’ boundary-spanning

Interaction Effect of Network Structure and Knowledge Search on Knowledge Diffusion

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