Designing alliance networks: the influence of network position, environmental change, and strategy on firm performance
Designing alliance networks: the influence of network position, environmental change, and strategy on firm performance
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DOI：
10.1002/smj.679
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发表时间：
2008-06
影响因子：
1.1
通讯作者：
Balaji R. Koka;J. Prescott
中科院分区：
文献类型：
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作者：
Balaji R. Koka;J. Prescott
联盟网络是一种战略决策，涉及两种程式化的结构设计选择之间的权衡：卓越和创业。著名的联盟网络强调从网络中其他知名公司的多路访问和从属关系中获得的好处。另一方面，企业家职位强调经纪业务和从获得非冗余和多样化信息中获得的多样性好处。我们证明，每种类型的联盟网络的绩效收益取决于环境变化和战略，因此是时间依赖的。在钢铁行业的一次环境变化事件之后，更具创业精神的联盟网络表现更好，而那些更突出的联盟网络的表现则有所下降。然而，当变化很大时，两种类型的联盟网络都与绩效负相关。我们认为，在发生根本性变化后，行业联盟网络可能不具备快速有效的战略反应所需的必要信息。追求分析型战略的公司在强调突出的、程度较小的创业联盟网络时表现得更好。然而，在突出地位和创业型结构职位上发展联盟网络的公司的相对业绩较低。我们的结果表明，管理者需要随着时间的推移评估他们的联盟投资组合，并根据环境和战略上的意外情况重新设计。版权所有©2008 John Wiley&Sons，Ltd.
Alliance networks are strategic decisions involving trade-offs between two stylized structural design choices: prominent and entrepreneurial. Prominent alliance networks emphasize benefits arising out of multiple access and affiliation to other prominent firms in the network. An entrepreneurial position, on the other hand, emphasizes brokerage and diversity benefits arising out of access to nonredundant and diverse information. We demonstrate that the performance benefits of each type of alliance network are contingent on environmental change and strategy, and are thus time dependent. Following an environmental change event in the steel industry, alliance networks that were more entrepreneurial performed better, while those that were more prominent suffered performance decline. However, when the change was radical, both types of alliance networks were negatively related to performance. We suggest that following a radical change, industry alliance networks may not have the requisite information necessary for quick and effective strategic responses. Firms pursuing an analyzer strategy performed better when emphasizing a prominent, and to a lesser extent, entrepreneurial alliance network. However, firms that develop an alliance network high on both prominent and entrepreneurial structural positions had lower relative performance. Our results indicate the need for managers to assess their alliance portfolio over time and redesign it based on environmental and strategic contingencies. Copyright © 2008 John Wiley & Sons, Ltd.