Influence of Firm and Partner Resources on Firm Performance in the Alliance Portfolio

Kim, Seong-Young

doi:10.3917/mana.172.0088

Cited by 8 publications

(10 citation statements)

References 71 publications

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“…The potential of a network partner and the total potential of an integrated organization depends on each employee and their placement, technological equipment, professionalism of managers, etc. (Kim, 2014). The most complete and timely assessment of the level and consequences of the synergistic effect allows companies to support competitiveness or identify the key factors of intra-organizational synergy (Schmidt, Makadok & Keil, 2016).…”

Section: Literature Reviewmentioning

confidence: 99%

Assessment of the Network Interaction Synergistic Effect According to the Organization Life Cycle

Tiurina

Artemchuk

Nahornyi

et al. 2021

JEECAR

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The article's purpose was to econometric substantiate the peculiarities of achieving a synergistic effect and sources of economies of scale for participants in entrepreneurial networks, for example, industrial enterprises in Ukraine. The regression analysis method has been used to identify sources of economies of scale of production, which change affects the efficiency of enterprises. With the elasticity coefficient, the features of the manifestation of the effect of economies of scale for 106 network and non-network enterprises were determined, taking into account the organizational life cycle of the development. It was revealed that, despite the ephemeral nature of the economies of scale, network enterprises are characterized by longer nature as a component of the synergistic effect of production activities and a decrease in costs, regardless of the development cycle of the organization. The results obtained can be useful as a basis for strategic planning in business integration.

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Section: Literature Reviewmentioning

confidence: 99%

Assessment of the Network Interaction Synergistic Effect According to the Organization Life Cycle

Tiurina

Artemchuk

Nahornyi

et al. 2021

JEECAR

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show abstract

“…In other words, whatever the measure used (e.g., financial performance, innovation), the performance of coopetition strategies was assessed at the firm level. However, most firms employ combinations of different strategies consisting of vertical coopetitive agreements, horizontal coopetitive agreements and individual strategies Duysters, Heimeriks, Lokshin, Meijer & Sabidussi, 2012;Kim, 2014;Park, Srivastava & Gnyawali, 2014a;Stettner & Lavie, 2014;Wu, 2014). Consequently, even if previous studies used control variables to neutralize the effect of other strategies, the firm's performance was still mixing different elements.…”

Section: 1performance Analysis: From the Firm Level To The Product Level Perspectivementioning

confidence: 99%

Better, faster, stronger, the impact of market oriented coopetition on product commercial performance

et al. 2018

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This paper examines the specific impacts of market-oriented coopetition on product commercial performance. Indeed, most contributions have focused on technology-driven coopetition with cooperation on activities that are far from the market (e.g., production, R&D), whereas most coopetitive agreements involve market-oriented coopetition in which the cooperation arises in activities that are close to the market (e.g., marketing, distribution). We first present the specificities of market-oriented coopetition and distinguish horizontal and vertical marketoriented coopetition. We then focus on the performance implications of market-oriented coopetition. Building on social network exchange theory, we elaborate a theoretical framework detailing the mechanisms through which market-oriented coopetition affects product commercial performance. Using a database from the real estate brokerage industry, we validate our hypotheses that horizontal market-oriented coopetition enhances product commercial performance compared to competition, whereas vertical market-oriented coopetition does not. Furthermore, we highlight the existence of a learning effect for horizontal market-oriented coopetition. This research contributes to coopetition theory by defining market-oriented coopetition and studying its performance implications.

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“…Startups in interdependent alliances can create value both by accessing and leveraging larger customers' complementary resources (e.g. knowledge and market know-how), and the resources embedded in their networks (Grant & Baden-Fuller, 2004;Kim, 2014;Mowery et al, 1996;Padula, 2008). Such alliances may not only facilitate the transfer of…”

Section: Resource and Organizational Complementaritymentioning

confidence: 99%

“…Supplier-customer alliances, then, are a vehicle for accessing and leveraging resources-including the information, markets and technology required to create value (Kim, 2014;Palmatier, 2008). Collaboration between tech startups and well-established firms can potentially facilitate not only the transfer of existing knowledge but new knowledge creation as well (Anand & Khanna, 2000;Grant & Baden-Fuller, 2004;Mowery, Oxley & Silverman, 1996;Padula, 2008).…”

Section: Introductionmentioning

confidence: 99%

Value creation and appropriation in asymmetric alliances: the case of tech startups

Fierro

Pérez

2018

M@n@gement

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This study of asymmetric supplier-customer alliances examines how different tensions and dimensions within the alliance shape value creation and value appropriation. This question would appear to be fundamental-as for many startups, successful launch and growth hinge on the ability to build lasting alliances with key industry players. The authors use resource dependence theory to carry out an analysis of two polar cases-one success story, one failure-involving tech startups and large customers. By analyzing the elements that impact value creation and value appropriation, we contribute to identifying: (1) the sources of asymmetry in vertical alliances-relative supplier-customer characteristics (2) two conditions of success when it comes to overcoming the tensions and problems brought about by asymmetries-learning with large customers and customer-specific investments and (3) positive resultsdual value appropriation when the conditions for alliance success are properly implemented. In this paper, we shed light on this novel concept of dual value appropriation-where both firms aim for superior joint value creation as the basis for their own competitiveness. Startup and customer firms may fully appropriate jointly generated value, in a relationship of symbiotic interdependence. We discuss the implications of these findings and compare them with existing resource dependence studies which delve into the subject of asymmetries. It should be noted that this research considers points of view from both supplier and customer sides of the alliance.

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Influence of Firm and Partner Resources on Firm Performance in the Alliance Portfolio

Cited by 8 publications

References 71 publications

Assessment of the Network Interaction Synergistic Effect According to the Organization Life Cycle

Assessment of the Network Interaction Synergistic Effect According to the Organization Life Cycle

Better, faster, stronger, the impact of market oriented coopetition on product commercial performance

Value creation and appropriation in asymmetric alliances: the case of tech startups

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