Session 46

Value Creation and Capture in Alliances

Track N

Date: Sunday, October 7, 2012

 

Time: 15:15 – 16:30

Paper

Room: Club C


Session Chair:

  • Anoop Madhok, York University

Title: Co-Creating Value from R&D Services - The Moderating Roles of Joint Learning and Social Capital

Authors

  • Marko Kohtamäki, University of Vaasa
  • Jukka Partanen, Aalto University

Abstract: This study seeks evidence on the constructs that facilitate value co-creation from supplier R&D service offerings. This study contributes by focusing on the roles of joint learning and social capital as moderating constructs in the link between supplier R&D service offerings and supplier sales performance. The findings of a structural analysis with 91 supplier-customer relationships indicate that supplier R&D service offerings per se do not create value, but need relational mechanisms, such as joint learning and social capital, to enable value co-creation. The results demonstrate that joint learning and social capital positively moderate the link between R&D service offerings and supplier sales performance in the customer relationship. In addition, we find that social capital facilitates joint learning and consequently creates a relational capability.

Title: Earning resource-based and relational rents: Managing the tradeoff and implications for the evolution of firm boundaries

Authors

  • Anoop Madhok, York University
  • Mohammad Keyhani, University of Calgary
  • Bart Bossink, VU University
  • Paul Vlaar, VU University Amsterdam

Abstract: The resource-based view and relational view respectively suggest that rents accrue to idiosyncratic, firm-specific resources and combining these with complementary resources of other organizations. However, given the well known trade-offs between specialization and coordination, it is not yet clear how firms can simultaneously generate resource based and relational rents. We contend that firms with the capability to a) better and less costly adapt their own resources to relational requirements, and b) better and less costly adapt their relationship’s resources to their own advantage face less of a tradeoff between resource-based and relational rents. Since different firms in an alliance may have different levels of these capabilities, they will have asymmetric incentives to increase investment in the alliance.

Title: Value Appropriation and Value Creation in Strategic Alliances: Competition or Collaboration?

Authors

  • Oleg Petrenko, Texas Tech University

Abstract: A broadly supported general finding from collaboration research is that organizations involved in inter-firm collaboration usually achieve above average performance and survival, although with substantial variation in outcomes. Explanations for those large variations in outcomes offer conflicting predictions and findings as to their effect on alliance performance. I identify two distinct theoretical dimensions of strategic alliances: collaboration (value creation) and competition (value appropriation). I formulate and test models for these two dimensions of performance. I test these models on a large longitudinal sample of strategic alliances. Results show that 1) the strength of the tie between the partners in the alliance positively affects the effect of their combined capabilities; 2) there is a positive relationship between the relative availability of alternative partners and value appropriation.

Title: Value Creation and Wealth Transfer in Joint Ventures and Acquisitions

Authors

  • Anju Seth, Virginia Tech
  • Olga Bruyaka, West Virginia University

Abstract: Joint ventures (JVs) and acquisitions are important modes of firms’ growth. Do these growth modes yield the same results in terms of value creation/destruction or wealth transfer? To what extent do different motives—synergy, managerialism and hubris—explain partners’ gains in acquisitions versus JVs? We address these questions by examining the interrelationship between the values created for the acquirer and target when they announce an acquisition and for two partners when they announce a JV. Using a sample of 254 US firms involved in 582 acquisitions and 385 JVs in 1990-2003 we find that the proportion of value-creating transactions is similar for acquisitions and JVs. However, there is evidence that acquisitions are characterized by considerably larger value consequences (wider range of average gains and losses).

All Sessions in Track N...

Sun: 08:00 – 09:15
Session 100: Interdisciplinary Perspectives on Cooperative Strategies
Sun: 09:30 – 10:45
Session 101: Practicing Cooperative Strategies
Sun: 11:15 – 12:30
Session 102: Research Methods in Cooperative Strategies
Sun: 15:15 – 16:30
Session 46: Value Creation and Capture in Alliances
Mon: 08:00 – 09:15
Session 44: Network Contingencies and Alliance Performance
Mon: 09:30 – 10:45
Session 50: Trust and Relational Governance
Mon: 13:30 – 14:45
Session 45: New Perspectives on Alliance Termination
Mon: 16:30 – 17:45
Session 51: Resource- and Knowledge-Based Views of Cooperative Strategies
Tue: 08:00 – 09:15
Session 248: Cooperation and Industry Contingencies
Tue: 11:00 – 12:15
Session 247: Cooperative Strategies
Tue: 14:15 – 15:30
Session 48: Managing Alliance Dynamics
Tue: 15:45 – 17:00
Session 49: Organizational Learning and Alliances
Tue: 17:30 – 18:45
Session 47: Governing and Managing High-Tech Collaborations


Strategic Management Society

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