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| Author: | Koka, B.R. Prescott, J.E. |
| Title: | Designing alliance networks: the influence of network position, environmental change, and strategy on firm performance |
| Journal: | Strategic Management Journal
2008 : JUN, VOL. 29:6, p. 639-661 |
| Index terms: | alliances networks strategy strategic planning company performance environment change steel industry companies |
| Language: | eng |
| Abstract: | Alliance networks (hereafter as: a-net./a-nets.) are strategic decisions involving trade-offs between two stylized structural design choices: entrepreneurial and prominent. It is demonstrated that the performance (here as: perf.) benefits of each type of a-net. are contingent on environmental change (as: e-c.) and strategy, being thus time dependent. Following an e-c. event in the steel industry, a-nets. that were more entrepreneurial performed better, while those that were more prominent suffered perf. decline. However, when the change was radical, both types of a-nets. were negatively related to perf. It is suggested that following a radical change, industry a-nets. may not have the requisite information necessary for quick and effective strategic responses. The results indicate the need for managers to assess their alliance portfolio over time and redesign it based on environmental and strategic contingencies. |
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