Strategic Implications for (Non-Equity) Alliance Performance

被引：25

作者：

Gudergan, Siegfried P. ^{[1
]}

Devinney, Timothy ^{[2
]}

Richter, Nicole Franziska ^{[3
]}

Ellis, R. Susan ^{[4
]}

机构：

[1] Univ Newcastle, Management Grp, Callaghan, NSW 2308, Australia

[2] Univ Technol Sydney, Sch Business, Sydney, NSW 2007, Australia

[3] Hamburg Univ Technol, Inst Human Resource Management & Org, Hamburg, Germany

[4] Univ Melbourne, Melbourne Business Sch, Melbourne, Vic 3010, Australia

来源：

LONG RANGE PLANNING | 2012年 / 45卷 / 5-6期

关键词：

RESEARCH-AND-DEVELOPMENT; RESOURCE-BASED THEORY; FIRM PERFORMANCE; ABSORPTIVE-CAPACITY; DYNAMIC CAPABILITIES; VERTICAL INTEGRATION; PARTNER SELECTION; TRANSACTION COST; PLS-SEM; INNOVATION;

D O I：

10.1016/j.lrp.2012.09.002

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

Based on data from two separate cross-industry samples, we offer empirical support for a theoretic framework that explains an important set of antecedents to alliance performance. Our findings suggest that capability complementarity and investment in the alliance - via their influence on the development of competitive capabilities - as well as implementation effort, are important elements that ultimately affect the success of the partnership. Furthermore, our findings confirm that it is not only the generation of quasi-rents but the generation of Schumpeterian rents that have an impact on performance in non-equity alliances. This is seen in the relationship between alliance performance and the capacity of the alliance to change and innovate in a strategically flexible manner. (C) 2012 Elsevier Ltd. All rights reserved.

引用

页码：451 / 476

页数：26

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