Alliance entrepreneurship and firm market performance

Abstract

This paper extends entrepreneurship into the domain of alliances, and investigates the effect of alliance proactiveness on market‐based firm performance (defined in terms of sales growth, market share, market development and product development). Alliance proactiveness is defined as the extent to which an organization engages in identifying and responding to partnering opportunities. The effect of alliance proactiveness on performance is tested within a contingency framework, with size and perceived environmental uncertainty as moderators, and using data from 182 firms. We estimated the model using partial least squares. Results indicate that alliance proactiveness leads to superior market‐based performance, and that this effect is stronger for small firms and in unstable market environments. Copyright © 2001 John Wiley & Sons, Ltd.

Explorative versus exploitative alliances: evidence from the glass industry in China

“…High technological turbulence has also a positive effect on the relationship between the process innovation and efficiency performance. The aforementioned findings are consistent with the findings in previous studies (H. Li & Atuahene-Gima, 2001;Sarkar et al, 2001a). Our findings also countered the unsupported arguments of Zhou (2006), who argued that market turbulence, competitive intensity, and technological turbulence weaken the relationship between the innovation and performance.…”

“…We adopted the measures of market turbulence, competitive intensity, and technological turbulence first used by Jaworski and Kohli (1993) and in other studies by, for example, Kandemir, Yaprak, and Cavusgil (2006), Hanvanich, Sivakumar, and Hult (2006), Sarkar, Echambadi, and Harrison (2001a), and Wu and Cavusgil (2006). To measure the market turbulence, the items concentrated on customer demands for new or different products.…”

“…Sarkar, R. A. J. Echambadi, & J. S. Harrison, 2001b;Wu & Cavusgil, 2006); the relationship of the product and process innovations with the market and efficiency performance has rarely been studied. Among the research papers in this area, He and Wong (2004) noted that both product and process innovations positively influence sales or market performance.…”

The role of incentives and communication in strategic alliances: an experimental investigation

“…Strategic alliances have the potential to create economic value (Gulati and Singh, 1998;McEvily and Zaheer, 1999) and, on average, empirical evidence corroborates this view (Chan et al, 1997;Sarkar, Echambadi, and Harrison, 2001). However, approximately half of all strategic alliances fail (Kale, Dyer, and Singh, 2002).…”

Interfirm Cooperation Strategy of Hyper-Growth and Stable-Growth ICT Firms in Sweden

“…4/2016 Monika Golonka and uncertainty. Managers' perspectives and approaches to the environment were recognized as one of the main factors influencing a firm's actions (Freeman, 1984;Sarkar et al, 2001;Rody and Stearns, 2013) as well as alliance portfolio formation (Golonka and Latusek, 2016). Besides recognition in the literature sources of environmental uncertainty (e.g., demand, competition, technology, institutions (Chen and Paulraj, 2004;Xie et al, 2013)), a manager's approach to uncertainty (experienced uncertainty) might also be a significant factor in shaping a firm's cooperation strategy.…”