Organizing Successful Co-Marketing Alliances

Bucklin, Louis P.; Sengupta, Sanjit

doi:10.1177/002224299305700203

Cited by 428 publications

(386 citation statements)

References 28 publications

Supporting

Mentioning

361

Contrasting

Unclassified

Order By: Relevance

“…Given that there is a degree of environmental hostility towards such firms in foreign markets, interfirm relationships can help those functioning in these kinds of uncertain environments to adapt more easily (Heide and John 1990). Firms operating in more hostile markets need each other in order to keep up and thus overcome the challenges this kind of environmental hostility would give them individually (Bucklin and Sengupta 1993). In other words, a hostile environment in particular calls for the development of networks (Chakravarthy 1997).…”

Section: A Review Of the Literaturementioning

confidence: 99%

The effect of network competence and environmental hostility on the internationalization of SMEs

et al. 2012

View full text Add to dashboard Cite

Research findings suggest that networks offer small and medium-sized enterprises (SMEs) opportunities to internationalize successfully. However, the role of internal organizational competence in the process of developing and maintaining such networks in hostile external environments has received little attention. The aim of this study is to shed light on the relationship by examining the positive influence that the network competence of SMEs has on their propensity to internationalize, and on their subsequent international performance. Given that the willingness of firms to enter and perform well in markets appears to also depend on environmental hostilities, this external influence on SME internationalization is incorporated into the study. We also examine whether the level of environmental hostility moderates the relationship between network competence and SME internationalization. The empirical part of the study comprises a web survey of 298 Finnish SMEs representing five different industry sectors: metal, food, furniture, software, and knowledge-intensive business services. Confirmatory factor analysis and regression models are used in the analysis. The results indicate that higher levels of network competence are positively related to the propensity of SMEs to internationalize, as well as to their international performance. Conversely, the level of environmental hostility has a negative effect on the performance measure, but not on the internationalization propensity. Additionally, the influence of network competence is not moderated by environmental hostility. The results indicate that internal network competence and external environmental hostility play a role in SME internationalization, and that the positive influence of network competence exists independently of the hostility in the environment.

show abstract

Section: A Review Of the Literaturementioning

confidence: 99%

The effect of network competence and environmental hostility on the internationalization of SMEs

et al. 2012

View full text Add to dashboard Cite

show abstract

“…Venture-backed firms with limited resources and market experience need to form alliances to survive this fierce competition. Through cooperative product strategy, venturebacked companies provide complementary features for existing products, share an existing brand name, and leverage a service network, all of which help them access the customer base of their partners and mitigate the risks perceived by customers (Bucklin and Sengupta 1993). Hence, we propose:…”

Section: Mitigating External Market Riskmentioning

confidence: 99%

Strategic alliances by venture capital backed firms: an empirical examination

et al. 2009

View full text Add to dashboard Cite

A growing body of literature examines the formation of strategic alliances as an important valueadded role provided by venture capital firms. This paper contributes to this literature by examining two related questions: whether venture capital firms use strategic alliances as a substitute or compliment to capital infusion, and how venture capital firms use alliances to mitigate different types of risk. Results from 2505 venture-backed startups reveal that venture capital firms treat alliance formation as a substitute for capital infusion and that the breadth of the network of syndication partners investing in the startup increases the number of its strategic alliances. We also find intentionality in alliance formation. Specifically, firms operating in industry environments characterized by technical risk are more likely to form alliances with partners capable of mitigating technical risks, and firms operating in environments characterized by market risk are more likely to form alliances with partners capable of mitigating market risk. Our findings lend additional support to the perspective that alliances represent an important mechanism through which venture capital firms add value to their portfolio companies.

show abstract

“…Additional benefits include the development of new products or technologies, diversification or increased market penetration, increasing power and influence, and reducing uncertainty (Bucklin and Sengupta 1993). Given their close ties to communities, nonprofits gain public trust, which can be attractive to business partners (Den Hond et al 2012;Seitanidi 2010).…”

Section: Nonprofit-business Partnershipsmentioning

confidence: 99%

Understanding Collaborative Value Creation by Environmental Nonprofit and Renewable Energy Business Partnerships

Lyakhov

Gliedt

2016

Voluntas

View full text Add to dashboard Cite

Many environmental nonprofit organizations (ENPOs) seek to create sustainability value by promoting environmental principles and influencing policymakers to support pro-environmental legislation. One strategy used by ENPOs to enhance the value creation process is the development of partnerships with businesses. Semi-structured interviews with leaders of six national ENPOs in the United States were conducted to examine the sources and types of value created by collaborations with renewable energy businesses, and the partnership processes and outcomes that are most desirable. The goal was to understand how and why ENPOs seek partnerships, what the potential benefits are, and whether or not ENPO leadership orientation, as characterized by their perceptions of the political opportunity structure, political ideology, and environmental philosophy, led to different views of partnerships for sustainability value creation. The finding that differences in the partnership perspectives of the ENPO leadership did not directly link to differences in the leadership orientations suggests that none of the orientations precluded partnering in general and may even have been enablers in some cases.Résumé De nombreuses organisations environnementales à but non lucratif cherchent à créer un intérêt en matière de développement durable en promouvant les principes environnementaux et en influençant les responsables politiques pour qu'ils soutiennent une législation en faveur de l'environnement. L'une des stratégies utilisées par ces organisations pour améliorer le processus de création de cet intérêt est le développement de partenariats avec les entreprises. Des entrevues semistructurées avec les dirigeants de six organisations nationales aux É tats-Unis ont été menées pour étudier les ressources et les types d'intérêt créés par les collaborations & Travis Gliedt avec des entreprises axées sur l'énergie renouvelable, ainsi que les processus de partenariat et les résultats les plus souhaitables. L'objectif était de comprendre comment et pourquoi les organisations environnementales à but non lucratif recherchaient des partenariats, quels étaient les avantages possibles, et si oui ou non leur orientation de leadership caractérisée par leur perception de la structure des opportunités politiques, l'idéologie politique et la philosophie environnementale avaient conduit à des opinions différentes sur les partenariats pour la création d'un intérêt en matière de développement durable. La conclusion selon laquelle les différences au niveau des perspectives de partenariat de la direction des organisations environnementales à but non lucratif n'étaient pas directement liées aux différences d'orientation de direction semble indiquer qu'aucune des orientations écartées ne s'associait de manière générale et qu'il se peut même qu'elles aient été des catalyseurs dans certains cas.Zusammenfassung Viele gemeinnützige Umweltorganisationen streben einen Nachhaltigkeitswert an, indem sie sich für ökologische Prinzipien einsetzen und politische Entscheidungstr...

show abstract

Organizing Successful Co-Marketing Alliances

Cited by 428 publications

References 28 publications

The effect of network competence and environmental hostility on the internationalization of SMEs

The effect of network competence and environmental hostility on the internationalization of SMEs

Strategic alliances by venture capital backed firms: an empirical examination

Understanding Collaborative Value Creation by Environmental Nonprofit and Renewable Energy Business Partnerships

Contact Info

Product

Resources

About