Risk-based perspective on the choice of alliance governance in high-tech industries

Abstract

This paper examines the influence of risks on alliance governance modes in high-tech industries. The extant literature has devoted little attention to the preferred governance mode based on the risks surrounding alliances. In this paper, we examine why risks are key factors in the alliance governance decision and investigate the choice of alliance governance mode in high-tech industries. Hypotheses are formulated based on risk perspectives; these hypotheses are empirically tested using data on 3,228 alliance records generated over the past 5 years in high-tech industries. The results suggest that risk perspectives provide an effective rationale for choosing an alliance governance mode in a high-tech industry. In the conclusion, we discuss critical issues in the current debates on predicting alliance governance modes.

Applying Meta-Frontier Approaches to Profitability Estimation: In Case of the Effects of Official Independent Directors

“…Based on the quadratic programming (QP) method proposed by Battese et al [17], Table 3 shows the estimation results. To be more specific, we applied the random boundary distance function shown in formula (12).…”

“…However, both of these approaches ignore the issue of using heterogeneous production technologies for different types of management. Different types of managers in the same industry may have different production behaviors and technologies due to differences in organizational structure, structure of operating directors, or input factor attributes [16,17]. Under such circumstances, if the performance assessment is still conducted by using the homogeneous assumption of traditional production techniques, the estimation results may be biased or miscalculated.…”

Are there differences between governing and managing strategic networks of different sizes and ages?

“…The literature has already addressed governance and management of alliances, partnerships, and joint ventures extensively (see Chapman et al, 2020;Jeong, 2014, Kim & Kim, 2017Poole & Robertson, 2003;Yoon, Lee, & Song, 2015). However, we still may contribute for other collaboration models such as SNs, which are a new form of collective organization.…”

Getting organizational adaptability in the context of digital transformation

“…With the rapid iterative development of digital technologies, competition in the marketplace faced by manufacturing companies has become increasingly fierce (Kim and Kim, 2017). The current global COVID-19 crisis also increasingly demands that companies adapt to the changing environment and respond promptly to market changes (Almeida et al , 2020).…”