By Katharina Wratschko, Prof. Dr. Gerhard Speckbacher
Strategic alliances became an essential component of a firm’s technique. regardless of the growing to be empirical proof of the strategic significance of alliances, the effect of a firm’s procedure at the layout of its alliance portfolio has not often been addressed via strategic administration research.
Following the resource-based view, social community concept and transaction expense idea, Katharina Wratschko indicates the advanced courting among a firm’s company technique and its alliance portfolio. utilizing Miles and Snow’s strategic typology as integrative framework, pattern organizations are clustered into strategic varieties. effects verify that alliance portfolio features (size, range, tie power) vary considerably among procedure teams in the similar undefined. Hypotheses are proven with wide info at the alliance portfolios of ninety US-listed pharmaceutical businesses (roughly 2800 alliances). effects determine the excessive interdependence of commercial approach and alliance portfolio administration.
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Additional resources for Strategic Orientation and Alliance Portfolio Configuration: The Interdependence of Strategy and Alliance Portfolio Management
Ahuja highlights the fact that “the specific effects of different elements of network structure on organizational performance remain unclear” (Ahuja, 2000a: 425). He operationalizes the firm’s ego network in structural terms: direct ties, indirect ties, and structural holes. Koka and Prescott (2002) do not explicitly mention the term “network resources”. However, they define social capital similarly to how Gulati (1999) defines “network resources”, that is “in terms of the informational benefits available to a firm due to its strategic alliances” (Koka and Prescott, 2002: 795).
Contacts are redundant to the extent that they lead to the same peopl, and provide the same information benefits” (Burt, 1992: 17). A structural hole is the separation between nonredundant contacts. A network is considered to be efficient if the average number of indirect links per direct link is maximized. Effectiveness, on the other hand, refers to the total number of contacts reached. The aim is to create an egonetwork with only a few primary contacts giving access to many secondary contacts (Burt, 1992: 22).
However, they define social capital similarly to how Gulati (1999) defines “network resources”, that is “in terms of the informational benefits available to a firm due to its strategic alliances” (Koka and Prescott, 2002: 795). The type of informational benefits obtained by the focal firm depends on both structural and relational characteristics of the alliance network. 5 Discussion and Synthesis The aim of this final discussion is to point out the specific contributions of the reviewed theories.
Strategic Orientation and Alliance Portfolio Configuration: The Interdependence of Strategy and Alliance Portfolio Management by Katharina Wratschko, Prof. Dr. Gerhard Speckbacher