Session 51

Resource- and Knowledge-Based Views of Cooperative Strategies

Track N

Date: Monday, October 8, 2012

 

Time: 16:30 – 17:45

Paper

Room: Dressing Room 220


Session Co-Chairs:

  • Vikas Aggarwal, INSEAD
  • Luiz Mesquita, Arizona State University

Title: Alliance Activity as a Dynamic Capability for Entering Emerging Platform Technology

Authors

  • Subramanyam Raghunath, Indian Institute of Management - Bangalore
  • Ashish Kaul, Indian Institute of Management - Bangalore

Abstract: This study examines how core and complementary capabilities influence the firm’s choice to enter a field of emerging technology and mode of entry in the field of platform technologies. The empirical evidence from sample of ICT firms entering the telepresence technology platform indicates that firms with capabilities in emerging technology are more likely to enter new technological fields and more likely to use alliances in doing so. However, complementary capabilities are found to be negatively related to the propensity to enter new fields and to the choice of alliance as entry mode. The results are consistent with the insights from the literature on dynamic capabilities. We examine the implication of these results for literature on strategic alliances and value networks.

Title: Can the Knowledge Boundary of an Enterprise Permanently Exceed its Production Boundary?

Authors

  • Heike Proff, University of Duisburg-Essen

Abstract: A highly controversial issue in strategic management is whether a company can permanently sustain knowledge and thereby, in a fiercely competitive environment, secure above-average returns that are not based solely on experience gained from its in-house production. This article derives hypotheses about the factors influencing the ratio of the production boundary to the knowledge boundary and tests them on the basis of 208 manufacturing companies. The results show that the ratio of the production to the knowledge boundary cannot be explained by industry membership, but by the standardizability and simplicity of the products, the production, R&D and procurement processes, and the ability to command a price premium in the market. This ratio can be explained by factors of influence which depend on in-house competencies.

Title: Competitive Advantage from Proactive Environmental Strategies in Strategic Alliance Formation: A Theoretical and Empirical Analysis

Authors

  • Anne Norheim-Hansen, KEDGE Business School

Abstract: The increased focus on environmental sustainability presents firms with constraints as well as opportunities in their quest to attain or maintain competitive advantages. This paper is the first to argue that firms’ environmental strategies have implications for the implementation of their cooperative strategies. I draw on the natural-resource-based view of the firm and find that environmental credibility, i.e. a strong environmental reputation, can serve to provide firms with a competitive advantage in the strategic alliance market. Underlying mechanisms are investigated, and the resulting hypotheses tested through a vignette experiment using a sample of Norwegian top executives. Among the paper’s contributions to theory is answering a call in recent research for more evidence on the influence of specific organizational resources in alliance formation.

Title: Resource Orchestration in Strategic Alliance

Authors

  • Won Kyung Min, Fordham University

Abstract: We extend the growing stream of research in resource orchestration to the context of inter-organizational resources. Drawing on one set of processes of resource orchestration, namely leveraging, we argue that firms that effectively leverage resources acquired from strategic alliances can deliver competitive outcomes. We examine three sub-processes of leveraging, mobilizing, coordinating and deploying, in turn and argue that a firm’s orchestration of resources through these three mechanisms relates to the capability to learn from prior alliance experience, to collaborate across business units and to incorporate alliances into a firm’s overall strategy. Finally, we show that the interaction between alliance portfolio diversity and leveraging process captures the essence of resource orchestration in alliance and finds its significant effect on alliance performance.

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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