Strategic Alliance Outcomes: Consolidation and New Directions

Ryan-Charleton, Tadhg; Gnyawalị, Devi R.; Oliveira, Nuno

doi:10.5465/annals.2020.0346

Cited by 13 publications

(6 citation statements)

References 303 publications

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“…In our formulation, firms adopt a passive approach with respect to knowledge sharing and knowledge acquisition, and hence, any benefit accruing from the exploitation of the partner’s knowledge must originate from the inevitable leakages that take place while firms interact in the cooperative activity. Our findings also provide some support to the idea that knowledge access rather than knowledge acquisition may be the primary motivation for firms to pursue knowledge-based alliances (Grant and Baden-Fuller, 2004; Ryan-Charleton et al , 2022).…”

Section: Introductionsupporting

confidence: 74%

Deceptive behaviour and coopetition: the role of heterogeneous absorptive capacities and product specialisation

Chávez-Bustamante

Troncoso-Valverde

2023

JBIM

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Purpose This paper aims to study the role of absorptive capacities in coopetitive alliances that involve leakages of sensitive private knowledge regarding firms’ production processes. Design/methodology/approach This paper uses a game theoretic approach to model a differentiated product market in which two firms asymmetrically informed about the economic value of a business opportunity must cooperate to exploit this opportunity. Under coopetition, firms gain access to their partners’ core knowledge as the result of inevitable leakages of information. Firms differ in their absorptive capacities, which affects their abilities to leverage this new knowledge outside the collaborative activity. Findings Firms with superior absorptive capacities are more likely to devise alliances whose purpose is to gain access to their partners’ core knowledge. This opportunistic behaviour does not disappear even if firms compensate their partners for the damages caused by this deceptive business practice. This paper also finds that a highly specialised product safeguards firms with limited absorptive capacities against these opportunistic behaviours. Originality/value This paper provides a theoretical analysis of the role that absorptive capacities and product specialisation play in influencing the emergence of opportunistic behaviours in coopetitive alliances. The theoretical analysis underscores the extent to which the risk of opportunism associated with the exploitation of a partner’s specific core knowledge outside the scope of the cooperative activity affects not only the nature and intensity of market competition but also the incentives to pursue coopetitive alliances.

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Section: Introductionsupporting

confidence: 74%

Deceptive behaviour and coopetition: the role of heterogeneous absorptive capacities and product specialisation

Chávez-Bustamante

Troncoso-Valverde

2023

JBIM

View full text Add to dashboard Cite

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“…Strategic alliances have attracted substantial attention from industry and academia over the past three decades (e.g. Child et al 2019;Christoffersen 2013;Das 2006;Devlin & Bleackley 1988;Gomes et al 2016;He et al 2020;Mesquita et al 2017;Ryan-Charleton et al 2022). Theoretical, conceptual and empirical papers have attempted to examine the formation, maintenance and utilization of strategic alliances.…”

mentioning

confidence: 99%

“…2017; Ryan‐Charleton et al. 2022). Theoretical, conceptual and empirical papers have attempted to examine the formation, maintenance and utilization of strategic alliances.…”

mentioning

confidence: 99%

Problematizing Strategic Alliance Research: Challenges, Issues and Paradoxes in the New Era

He,

Meadows,

Angwin

et al. 2023

Int J Management Reviews

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Strategic alliances have attracted substantial attention from industry and academia over the past three decades. However, due to rapid technological evolution, saturated marketplaces, globalisation of businesses on the one hand and de‐globalisation of the market on the other (as marked by Brexit and the trade war between US and China, COVID‐19 pandemic and the Ukraine war), the strategic environment of businesses is changing quickly. Fundamental and rapid changes in the wider environment necessitate the review of theoretical and practical insights of earlier and emerging studies ‐ to examine the new challenges, issues and paradoxes of strategic alliances. This special issue attempts to provide a forum to allow researchers to question the assumptions underlying existing theory a little further beyond just “gap‐spotting” or “gap‐filling”. This special issue includes four very interesting literature review pieces, which venture deeper into the phenomenon, and explore the opportunities, issues and paradoxes of strategic alliances while adopting alternative theoretical perspectives, methodological approaches and interpretations to address issues of managing strategic alliances and maximising returns from them in the new strategic context.

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“…Either focusing on the role of experience and tacit learning mechanisms (Anand & Khanna, 2000), or on deliberate codification of alliance know‐how (Zollo et al., 2002), seminal contributions on AMC have converged on considering it a source of competitive advantage (Ireland et al., 2002). This derives from conceiving economic value and performance as the ultimate goal of strategic alliances, which has been consistently maintained over time (Ryan‐Charleton et al., 2022), rooted in the resource‐based view (RBV) of the firm and the competitive potential of dynamic capabilities (DCV) (Barreto, 2010; Laaksonen & Peltoniemi, 2018). Accordingly, AMC studies consider performance implications for strategic alliance partners by analysing the effect of AMC in terms of variation in financial performance (Findikoglu & Lavie, 2019), additional knowledge or resources deriving from the alliance (Subramanian et al., 2018), or results achieved at the alliance level (Hoang & Rothaermel, 2005).…”

Section: Resultsmentioning

confidence: 99%

Alliance management capabilities in sustainability‐oriented collaboration: Problematization and new research directions

Vurro

Romito

Costanzo

et al. 2023

Int J Management Reviews

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Sustainability‐oriented collaboration, a heterogeneous set of formal interorganizational arrangements that vary considerably in size, membership, focus and functioning, but share the same interest in addressing sustainability challenges of public concern, is becoming a mainstay of corporate agenda setting. Yet, the more firms interact on social and environmental issues, the more the burdens and tensions of collaborating for sustainability become apparent. Research and practice increasingly question whether an alliance management capability (AMC) perspective can be adopted to explain variability in collaboration effectiveness. With the aim to investigate whether, and to what extent, existing sustainability‐oriented collaboration research integrates or challenges mainstream theory on AMC, we adopt a problematization method to unpack the root assumptions underlying the AMC construct. We find that self‐interest in economic value creation and capture, the need for homogeneity to favour knowledge accumulation and learning on alliance management, and predictable patterns of AMC deployment are consistently assumed by scholars to predict success in alliance management. Accordingly, we analyse AMC assumptions’ current integration in the study of sustainability‐oriented collaboration, conducting a systematic literature review on collaborative capabilities developed for, during and in response to sustainability challenges. In so doing, we identify what distinguishes sustainability‐oriented collaboration from mainstream strategic alliances and the related implications on the collaborative capabilities firms should develop and deploy when dealing with sustainability challenges. We elaborate on these and their implications for AMC constructs to provide a future research agenda, which integrates further theoretical perspectives and broadens the scope of existing ones.

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Strategic Alliance Outcomes: Consolidation and New Directions

Cited by 13 publications

References 303 publications

Deceptive behaviour and coopetition: the role of heterogeneous absorptive capacities and product specialisation

Deceptive behaviour and coopetition: the role of heterogeneous absorptive capacities and product specialisation

Problematizing Strategic Alliance Research: Challenges, Issues and Paradoxes in the New Era

Alliance management capabilities in sustainability‐oriented collaboration: Problematization and new research directions

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