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Strategic Orientation and Alliance Portfolio Configuration

The Interdependence of Strategy and Alliance Portfolio Management

  • Authors
  • Katharina Wratschko

Table of contents

  1. Front Matter
    Pages I-XV
  2. Katharina Wratschko
    Pages 1-3
  3. Katharina Wratschko
    Pages 60-86
  4. Katharina Wratschko
    Pages 87-96
  5. Katharina Wratschko
    Pages 97-120
  6. Katharina Wratschko
    Pages 121-138
  7. Katharina Wratschko
    Pages 156-158
  8. Katharina Wratschko
    Pages 159-160
  9. Back Matter
    Pages 161-182

About this book

Introduction

Strategic alliances have become an integral part of a firm’s strategy. Despite the growing empirical evidence of the strategic importance of alliances, the influence of a firm’s strategy on the design of its alliance portfolio has hardly been addressed by strategic management research.

Following the resource-based view, social network theory and transaction cost theory, Katharina Wratschko shows the complex relationship between a firm’s business strategy and its alliance portfolio. Using Miles and Snow’s strategic typology as integrative framework, sample firms are clustered into strategic types. Results confirm that alliance portfolio characteristics (size, diversity, tie strength) differ significantly between strategy groups within the same industry. Hypotheses are tested with extensive data on the alliance portfolios of 90 US-listed pharmaceutical companies (roughly 2800 alliances). Results confirm the high interdependence of business strategy and alliance portfolio management.

Keywords

Business Management Orientation Portfolio Strategisches Management alliance portfolio strategic network strategy

Bibliographic information

  • DOI https://doi.org/10.1007/978-3-8349-9459-2
  • Copyright Information Gabler Verlag | GWV Fachverlage GmbH, Wiesbaden 2009
  • Publisher Name Gabler
  • eBook Packages Business and Economics
  • Print ISBN 978-3-8349-1708-9
  • Online ISBN 978-3-8349-9459-2
  • Buy this book on publisher's site