Heterogeneity, diversity and complementarity in alliance portfolios

Cobeña, Mar; Gallego, Ángeles; Casanueva, Cristóbal

doi:10.1016/j.emj.2016.12.005

Cited by 46 publications

(52 citation statements)

References 89 publications

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“…Besides, given their limited resources, SMEs are required to integrate the technological advances of their suppliers into their products (Fernández-Olmos & Ramírez-Alesón, 2017). Therefore, when SMEs fail to generate strategic competitive advantage because of their limited capabilities, supplier's complementary capabilities facilitate complex interfirm combination of the offshore supplier superior capabilities with the SMEs' weaker capabilities (Cobena et al, 2017;Mitsuhashi & Greve, 2009;Rothaermel & Boeker, 2008;von Haartman & Bengtsson, 2015).…”

Section: Supplier's Complementary Capabilitiesmentioning

confidence: 99%

“…Supplier's asset specificity also entails assets' heterogeneity and immobility which are primary conditions for complementarity (Cobena et al, 2017;Dyer & Singh, 1998;Lavie, 2006). For example in the context of OI, Mudambi and Tallman (2010) argued that decisions of offshoring knowledge tasks are usually encouraged by accessing specialised suppliers' capabilities in offshore markets and combining them with outsourcers own capabilities.…”

Section: Supplier's Asset Specificity and Supplier's Complementary Camentioning

confidence: 99%

“…Despite extensive research and general scholarly agreement that complementary capabilities are essential to successful offshoring innovation collaborations (Cobena, Gallego, & Casanueva, 2017;Jap, 1999;Mindruta, Moeen, & Agarwal, 2016;Mitsuhashi & Greve, 2009;Nietoa & Santamaria, 2007;Rothaermel & Boeker, 2008;Van Beers & Zand, 2014), the role of suppliers' complementary capabilities remains underexplored in the case of offshoring innovation (OI) in SMEs (Gusenbauer, Massini, & Fink, 2015;Musteen & Ahsan, 2013). We envision OI as the act of transferring to the offshore supplier any element of the innovation process, including collaborative research and development (R&D), supplier involvement in new product development (NPD) and the commercialisation of innovations (Gusenbauer et al, 2015;Quinn, 2000).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Offshoring innovation: An empirical investigation of dyadic complementarity within SMEs

Khraishi

Huq

Paulraj

2020

Journal of Business Research

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Despite scholarly agreement that complementary capabilities are essential to successful collaborations, little is known about how small and medium-sized enterprises (SMEs) manage collaborative innovation through offshoring. Besides, the innovation management literature remains generally silent about when supplier joint actions could work in enhancing offshoring innovation (OI) performance. The purpose of this study is twofold. First, we aim to delineate why supplier's asset specificity and goal compatibility predict supplier's complimentary capabilities in OI. Second, we empirically explore the role of supplier joint actions in enhancing OI performance. Based on data collected from 200 SMEs having active OI relationships spanning four developed European countries, our results propose that supplier's complementary capabilities mediate the relationship between critical relational antecedents (supplier's asset specificity and goal compatibility) and OI performance. It should be noted, however, that despite their incentivising power, supplier joint actions can be a "double-edged sword" in SMEs' OI relationships.

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Section: Supplier's Complementary Capabilitiesmentioning

confidence: 99%

Section: Supplier's Asset Specificity and Supplier's Complementary Camentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Offshoring innovation: An empirical investigation of dyadic complementarity within SMEs

Khraishi

Huq

Paulraj

2020

Journal of Business Research

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“…Cobena et al [26] analyzed the role of diversity in resources by considering data on airline alliances. Computational results showed that having recourse complementarity causes a better operational level performance in airlines alliance.…”

Section: Knowledge Criteriamentioning

confidence: 99%

A decision-making framework based on knowledge criteria for network partner selection

Vaez-Alaei

Deniaud

Marmier

et al. 2019

2019 International Conference on Industrial Engineering and Systems Management (IESM)

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In a complex project, an organization is often not able to manage all aspects alone, since it does not have all the required competences, skills or resources. In this case, alliance formation can be a solution for project development. Apart from simply managing complex projects, firms also find it important to increase innovativeness by sharing knowledge between partners in alliances. However, in alliances one of the difficulties is achieving effective collaboration: mis-communication, missing skills or missing resources create a high risk that the project fails to achieve its goals. In order to decrease the risk of failure, and to overcome potential collaboration inefficiency, partner selection takes place among firms that are able to communicate well while at the same time having the required knowledge to achieve their objectives. The important role of partner selection in alliances justifies the increased attention given to substantial criteria in alliance formation. Proposing a knowledge-based framework aimed at increasing the understanding of partner selection in alliances is the contribution of this paper. This knowledge can be gained by evaluating projects from a technological point of view to estimate their challenging degrees, and studying the partners background in past projects or partnerships. This paper structured to propose hypotheses based on a systematic literature review. At the heart of the hypotheses is a consideration of the needs of the project, and starting there allows us to characterize alliance formation and partner selection using a new typology. Finally, a novel framework is proposed that could help decisionmakers in the managerial aspects of partner selection in alliance formation. The framework also presents considerable potential for future studies.

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“…Strategic alliances are forms of collaboration, which enable market entry, increase the resource base of the partners through sharing of core competencies (Varma et al, 2015) and allow firms to gain and maintain competitive advantage (Cobeña et al, 2017). Although they become very popular as cornerstones for competitive strategies of many firms (Ziggers & Tjemkes, 2010), their success rate remains rather low.…”

Section: Introductionmentioning

confidence: 99%

Alliance Management as Source of a Successful Strategy

Russo

2017

ESJ

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In todays global environment, strategic alliances represent an important source of growth and competitive advantage; they allow firms to access new and critical resources and capabilities, to improve competitive position and rapidly to enter a new market In spite of the strategic importance of the alliances, they still exhibit a high failure rate; previous researches show that the half of the alliance formed end up as failure. The low success rate testifies firms difficulties in managing their alliance relationships and in ensuring enough success from them. In global markets, firms exhibit heterogeneity in terms of the overall alliance success; some firms achieve success from their alliance and others fail. Although most companies have realized the importance of strategic alliances, only few of them have developed the needed capabilities to manage them with success. In recent years, empirical studies found that firms with greater alliance success are those ones with superior management capabilities, termed in literature as alliance capabilities. This study is based on the assumption that the heterogeneity in alliance success rate is due to heterogeneity in firms level of management capabilities. Eli Lilly & Companys success in strategic alliances represents a clear example of company that understood the importance of developing an institutionalized approach of alliance management that improves the likelihood of alliance success.

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Heterogeneity, diversity and complementarity in alliance portfolios

Cited by 46 publications

References 89 publications

Offshoring innovation: An empirical investigation of dyadic complementarity within SMEs

Offshoring innovation: An empirical investigation of dyadic complementarity within SMEs

A decision-making framework based on knowledge criteria for network partner selection

Alliance Management as Source of a Successful Strategy

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