Skip to main content Accessibility help
×
Hostname: page-component-78c5997874-xbtfd Total loading time: 0 Render date: 2024-11-07T23:03:17.217Z Has data issue: false hasContentIssue false

17 - Multilateral Alliances

A Review and Research Agenda

from Part VI - Alliance Portfolios and Multilateral Alliances

Published online by Cambridge University Press:  01 March 2019

Farok J. Contractor
Affiliation:
Rutgers University, New Jersey
Jeffrey J. Reuer
Affiliation:
University of Colorado Boulder
Get access

Summary

Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Chapter
Information
Frontiers of Strategic Alliance Research
Negotiating, Structuring and Governing Partnerships
, pp. 284 - 302
Publisher: Cambridge University Press
Print publication year: 2019

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

References including all Articles Reviewed

Al-Laham, A., & Amburgey, T. L. (2010). Who makes you central? Management International Review, 50, 297323.Google Scholar
Arenas, D., Sanchez, P., & Murphy, M. (2013). Different paths to collaboration between businesses and civil society and the role of third parties. Journal of Business Ethics, 115, 723–39.CrossRefGoogle Scholar
Axelsson, B., & Easton, G. (1992). Industrial networks: A new view of reality. London: Routledge.Google Scholar
Barringer, B. R., & Harrison, J. S. (2000). Walking a tightrope: Creating value through interorganizational relationships. Journal of Management, 26, 367403.Google Scholar
*Beamish, P. W., & Kachra, A. (2004). Number of partners and JV performance. Journal of World Business, 39, 107–20.Google Scholar
*Butler, C. J. (2010). Internal and lateral communication in strategic alliance decision making. Management Decision, 48, 698712.Google Scholar
Chatterjee, D. D., Segars, A. H., & Watson, R. T. (2006). Realizing the promise of E-business: Developing and leveraging electronic partnering options. California Management Review, 48(4), 6083.Google Scholar
*Chennamaneni, P. R., & Desiraju, R. (2011). Comarketing alliances: Should you contract on actions or outcomes? Management Science, 57, 752–62.Google Scholar
*Chung, C. C., & Beamish, P. W. (2012). Multi-party international joint ventures: Multiple post-formation change processes. Journal of World Business, 47, 648–63.Google Scholar
Colombo, M. G. (2003). Alliance form: A test of the contractual and competence perspectives. Strategic Management Journal, 24, 1209–29.Google Scholar
*Croisier, B. (1998). The governance of external research: Empirical test of some transaction-cost related factors. R & D Management, 28, 289–98.CrossRefGoogle Scholar
*Das, T. K., & Teng, B. S. (2002). Alliance constellations: A social exchange perspective. Academy of Management Review, 27, 445–56.Google Scholar
Dawes, R. (1980). Social dilemmas. Annual Review of Psychology, 31, 169–93.CrossRefGoogle Scholar
*De Clercq, D., Sapienza, H. J., & Zaheer, A. (2008). Firm and group influences on venture capital firms’ involvement in new ventures. Journal of Management Studies, 45, 1169–94.Google Scholar
*Delios, A., Inkpen, A. C., & Ross, J. (2004). Escalation in international strategic alliances. Management International Review, 44, 457–79.Google Scholar
*Demirbag, M., Tatoglu, E., & Glaister, K. W. (2010). Institutional and transaction cost influences on partnership structure of foreign affiliates. Management International Review, 50, 709–45.CrossRefGoogle Scholar
*De Ridder, A., & Rusinowska, A. (2008). On some procedures of forming a multipartner alliance. Journal of Economics & Management Strategy, 17, 443–87.Google Scholar
Doz, Y. L., & Hamel, G. (1998). The alliance advantage: The art of creating value through partnership. Boston, MA: Harvard University Press.Google Scholar
Dussauge, P., Garrette, B., & Mitchell, W. (2000). Learning from competing partners: Outcomes and durations of scale and link alliances in Europe, North America and Asia. Strategic Management Journal, 21, 99126.Google Scholar
Ekeh, P. P. (1974). Social exchange theory: The two traditions. Princeton, NJ: Princeton University Press.Google Scholar
Fonti, F., Maoret, M., & Whitbred, R. (2017). Free-riding in multi-party alliances: The role of perceived alliance effectiveness and peers’ collaboration in a research consortium. Strategic Management Journal, 38, 363–83.Google Scholar
Garcia-Canal, E. (1996). Contractual form in domestic and international strategic alliances. Organization Studies, 17, 773–94.Google Scholar
*Garcia-Canal, E., Valdes-Llaneza, A., & Ariño, A. (2003). Effectiveness of dyadic and multi-party joint ventures. Organization Studies, 24, 743–70.CrossRefGoogle Scholar
Gomes-Casseres, B. (1994). Group vs. group: How alliance networks compete. Harvard Business Review, July–August, 311.Google Scholar
Gomes-Casseres, B. (1996). The alliance revolution: The new shape of business rivalry. Cambridge, MA: Harvard University Press.Google Scholar
Gomes-Casseres, B. (2003). Competitive advantage in alliance constellations. Strategic Organization, 1, 327–35.CrossRefGoogle Scholar
*Gong, Y., Shenkar, O., Luo, Y., & Nyaw, M.-K. (2007). Do multiple parents help or hinder international joint venture performance? The mediating roles of contract completeness and partner cooperation. Strategic Management Journal, 28, 1021–34.CrossRefGoogle Scholar
*Gulati, R. (1995). Does familiarity breed trust? The implications of repeated ties for contractual choice in alliances. Academy of Management Journal, 38, 85112.CrossRefGoogle Scholar
Gulati, R. (1998). Alliances and networks. Strategic Management Journal, 19, 293317.Google Scholar
*Gulati, R., & Singh, H. (1998). The architecture of cooperation: Managing coordination costs and appropriation concerns in strategic alliances. Administrative Science Quarterly, 43, 781814.Google Scholar
*Heidl, R. A., Steensma, H. K., & Phelps, C. (2014). Divisive faultlines and the unplanned dissolutions of multipartner alliances. Organization Science, 25, 1351–71.Google Scholar
Hoffmann, W. H. (2007). Strategies for managing a portfolio of alliances. Strategic Management Journal, 28, 827–56.Google Scholar
Hu, X., Caldentey, R., & Vulcano, G. (2013). Revenue sharing in airline alliances. Management Science, 59, 1177–95.Google Scholar
*Human, S. E., & Provan, K. G. (2000). Legitimacy building in the evolution of small-firm multilateral networks: A comparative study of success and demise. Administrative Science Quarterly, 45, 327–65.Google Scholar
*Hwang, P., & Burgers, W. P. (1997). The many faces of multi-firm alliances: Lessons for managers. California Management Review, 39(3), 101–17.CrossRefGoogle Scholar
Ireland, R. D., Hitt, M. A., & Vaidyanath, D. (2002). Alliance management as a source of competitive advantage. Journal of Management, 28, 413–46.Google Scholar
*Kim, K., & Park, J. H. (2002). The determinants of value creation for partner firms in the global alliance context. Management International Review, 42, 361–84.Google Scholar
Krackhardt, D. J. (1999). The ties that torture: Simmelian tie analysis in organization. Research in the Sociology of Organizations, 16, 183210.Google Scholar
*Lavie, D., Lechner, C., & Singh, H. (2007). The performance implications of timing of entry and involvement in multipartner alliances. Academy of Management Journal, 50, 578604.Google Scholar
*Lazzarini, S. G. (2007). The impact of membership in competing alliance constellations: Evidence on the operational performance of global airlines. Strategic Management Journal, 28, 345–67.Google Scholar
*Li, D. (2013). Multilateral R&D alliances by new ventures. Journal of Business Venturing, 28, 241–60.Google Scholar
*Li, D., Eden, L., Hitt, M. A., Ireland, R. D., & Garrett, R. P. (2012). Governance in multilateral R&D alliances. Organization Science, 23, 11911210.Google Scholar
*Li, J., & Zhong, J. (2003). Explaining the growth of international R&D alliances in China. Managerial and Decision Economics, 24(2, 3), 101–15.Google Scholar
Makino, S., & Beamish, P. W. (1998). Performance and survival of joint ventures with non-conventional ownership structures. Journal of International Business Studies, 29, 797818.CrossRefGoogle Scholar
Manning, S., & Roessler, D. (2014). The formation of cross-sector development partnerships: How bridging agents shape project agendas and longer-term alliances. Journal of Business Ethics, 123, 527–47.Google Scholar
*Mishra, A., Chandrasekaran, A., & MacCormack, A. (2015). Collaboration in multi-partner R&D projects: The impact of partnering scale and scope. Journal of Operations Management, 334, 114.CrossRefGoogle Scholar
Nohria, N., & Garcia-Pont, C. (1991). Global strategic linkages and industry structure. Strategic Management Journal, 12, 105–24.Google Scholar
*Olk, P., & Young, C. (1997). Why members stay in or leave an R&D consortium: Performance and conditions of membership as determinants of continuity. Strategic Management Journal, 18, 855–77.Google Scholar
Orbell, J. M., & Dawes, R. M. (1981). Social dilemmas. In Stephenson, G. & Davis, J. H. (Eds.). Progress in applied social psychology, l, 3766. Chichester: Wiley.Google Scholar
Ostrom, E. (1990). Governing the commons: The evolution of institutions for collective action. Cambridge: Cambridge University Press.Google Scholar
*Ozcan, S., & Overby, M. L. (2008). A cognitive model of stock market reactions to multi-firm alliance announcements. Strategic Organization, 6, 435–69.Google Scholar
*Park, S. H., & Russo, M. V. (1996). When competition eclipses cooperation: An event history analysis of joint venture failure. Management Science, 42, 875–90.CrossRefGoogle Scholar
Parmigiani, A., & Rivera-Santos, M. (2011). Clearing a path through the forest: A meta-review of interorganizational relationships. Journal of Management, 37, 1108–36.Google Scholar
Peterman, A., Kourula, A., & Levitt, R. (2014). Balancing act: Government roles in an energy conservation network. Research Policy, 43, 1067–82.CrossRefGoogle Scholar
Phene, A., & Tallman, S. (2012). Complexity, context and governance in biotechnology alliances. Journal of International Business Studies, 43, 6183.CrossRefGoogle Scholar
Reed, A. M., & Reed, D. (2009). Partnerships for development: Four models of business involvement. Journal of Business Ethics, 90, 337.Google Scholar
*Rosenkopf, L., & Padula, G. (2008). Investigating the microstructure of network evolution: Alliance formation in the mobile communications industry. Organization Science, 19, 669–87.Google Scholar
Siegel, D. S. (2003). Data requirements for assessing the private and social returns to strategic research partnerships: Analysis and recommendations. Technology Analysis & Strategic Management, 15(2), 207–25.Google Scholar
Simmel, G. (1950). Individual and society. In Wolff, K. H. (Ed.) The sociology of Georg Simmel. New York: Free Press.Google Scholar
Thomas, A., & Fritz, L. (2006). Disaster Relief, Inc. Harvard Business Review, 84(11), 114–22.Google Scholar
*Thorgren, S., Wincent, J., & Boter, H. (2012). Small firms in multipartner R&D alliances: Gaining benefits by acquiescing. Journal of Engineering and Technology Management, 29, 453–67.Google Scholar
*Valdés-Llaneza, A., & García-Canal, E. (2006). Direct competition, number of partners and the longevity of stakes in joint ventures. Management International Review, 46, 307–26.Google Scholar
Vanhaverbeke, W., & Noorderhaven, N. G. (2001). Competition between alliance blocks: The case of the RISC microprocessor technology. Organization Studies, 22, 130.Google Scholar
Wassmer, U. (2010). Alliance portfolios: A review and research agenda. Journal of Management, 36, 141–71.Google Scholar
*Xu, S., Fenik, A. P., & Shaner, M. B. (2014). Multilateral alliances and innovation output: The importance of equity and technological scope. Journal of Business Research, 67, 2403–10.Google Scholar
*Zeng, M., & Chen, X. P. (2003). Achieving cooperation in multiparty alliances: A social dilemma approach to partnership management. Academy of Management Review, 28, 587605.Google Scholar

Save book to Kindle

To save this book to your Kindle, first ensure [email protected] is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×