Does a Connection Exist Among National Culture, Alliance Strategy, and Leading Ict Firms’ Performance

Abstract

"Corrigendum." Journal of Business Economics and Management, 18(1), p. 180

Alliance portfolio formation and configuration by small and medium ICT firms

“…First, firms' performance prompts them to choose different cooperation strategies (Lant et al, 1992;Nohria and Gulati, 1996;Audia et al, 2000;Mezias et al, 2002;Fleming and Bromiley, 2003;Baum et al, 2005), such as a firm's propensity to engage in partnerships (Baum et al, 2005) and partner-selection strategies. Second, numerous characteristics of the context have been shown to play a role in shaping a firm's cooperation strategy; these characteristics include experienced uncertainty (Xie et al, 2012), national culture (Hofstede, 1984;Peng, 2005;Griffith et al, 2006;Siakas et al, 2010;Furres et al, 2012;Golonka and Rzadca, 2013) and generalized trust (Hofstede, 1984;Doney et al, 1998;Monczka et al, 1998;Young-Ybarra and Wiersema, 1999;Ibrahim and Ribbers, 2009). …”

“…Studies have indicated that an extended, differentiated, complex, beneficial portfolio consisting of different alliances with various partners is a useful resource for carrying out a firm's strategy (Stuart, 2000;Lavie, 2007). A well-configured alliance portfolio has a positive impact on a firm's performance and innovativeness (Rothaermel, 2001;Rothaermel and Deeds, 2006;Shipilov, 2006;Lavie, 2007;Gulati, 2007;Duysters and Lokshin, 2011;Golonka, 2013;Golonka and Rzadca, 2013).…”

“…ICT), firms create significantly more exploration (Dussauge and Garrett, 1999), and weak alliances (Duysters and deMan, 2003;Golonka and Rzadca, 2013) and alliances are often created without previous preparation or strictly defined purposes (Deeds and Rothaermel, 2003). Firms in this environment choose to create weak, short-term alliances based on trial and error.…”

“…Firms in this environment choose to create weak, short-term alliances based on trial and error. As most existing studies have been conducted on large corporations (Deeds and Rothaermel, 2003;Baum et al, 2005;Shipilov, 2006;Golonka and Rzadca, 2013), we have very limited insights into how small and medium firms create their alliance portfolios. However, evidence suggests that alliances are a promising strategy for SMEs as they might help in overcoming individual limitations (e.g.…”

“…Existing studies indicate that two main factors influence firms' cooperation strategies: firms' performance (Lant et al, 1992;Nohria and Gulati, 1996;Audia et al, 2000;Mezias et al, 2002;Fleming and Bromiley, 2003;Baum et al, 2005) and the institutional environment in which firms are embedded (Ring and Van de Ven, 1994;Lado et al, 2008;Peng, 2005;Golonka and Rzadca, 2013). Yet most existing research originated in studies of large organizations.…”