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| Author: | Lin, Z.J. Yang, H. Arya, B. |
| Title: | Alliance partners and firm performance: resource complementarity and status association |
| Journal: | Strategic Management Journal
2009 : SEP, VOL. 30:9, p. 921-940 |
| Index terms: | interorganizational relations networks computer industry pharmaceutical industry steel industry petroleum industry gas industry strategic planning company performance alliances |
| Freeterms: | partnerships USA |
| Language: | eng |
| Abstract: | This paper explores the performance consequences of firms' alliance partner selections by examining the interactions of resource complementarity (here as: r-c.) and institutional associations btw. the firm and its partners. The integrative framework suggests that a joint consideration of r-c. and status effects and important firm-level and environmental-level contingent factors are critical for comprehending the underlying mechanisms of alliance formations and their effects on firm performance. It is also suggested to be necessary to consider both societal and network status with their possible distinct effects under certain conditions. The analyses of four U.S. industries, that is, computer, steel, pharmaceutics, crude petroleum and natural gas industries, over a 13-year span largely support the framework of this study. |
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