The Relation between Alliance Entrepreneurship, Alliance Capability and Foreign Market Performance — An Empirical Investigation
Chapter
Abstract
Small- and medium-sized entrepreneurial firms involved in manufacturing and marketing their own products act as small global factories (Buckley, 2009a) in a global network. They play multiple roles: they undertake original equipment manufacture (OEM); design, engineering and R&D for the product; and act as customers for contract manufacturers. Additionally, entrepreneurial firms deal with local market alliances in foreign countries to acquire market knowledge (Knight and Kim, 2009). Local market information is a key source of competitive advantage in foreign markets. Managing and learning from alliances adds to the complexity of the internationalization of these firms.
Keywords
Partial Little Square Foreign Market Strategic Management Journal Global Factory International Business Study
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.
Preview
Unable to display preview. Download preview PDF.
References
- Alvarez, S.A. and Barney, J.B. (2001) ‘How do entrepreneurs organize firms under conditions of uncertainty’, Journal of Management, 31 (5), 776–93.CrossRefGoogle Scholar
- Annand, B.N. and Khanna, T. (2000) ‘Do firms learn to create value? The case of alliances’, Strategic Management Journal, 21 (3), 295–315.CrossRefGoogle Scholar
- Barney, J.B. (1991) ‘Firm resources and sustained competitive advantage’, Journal of Management, 17 (1), 99–120.CrossRefGoogle Scholar
- Barringer, B.R. and Harrison, J.S. (2000) ‘Walking a tight rope: creating value through inter-organizational relationships’, Journal of Management, 26 (3), 367–403.CrossRefGoogle Scholar
- Beamish, P.W. and Delios, A. (2001) ‘Survival and profitability: the roles of experience and intangible assets in foreign subsidiary performance’, Academy of Management Journal, 44 (5), 1028–38.CrossRefGoogle Scholar
- Buckley, P.J. (2009a) ‘The impact of the global factory on economic development’, Journal of World Business, 44 (2), 131–43.CrossRefGoogle Scholar
- Buckley, P.J. (2009b) ‘Internalisation thinking: from the multinational enterprise to the global factory’, International Business Review, 18 (3), 224–35.CrossRefGoogle Scholar
- Buckley, P.J. and Ghauri, P.N. (2004) ‘Globalisation, economic geography and the strategy of the multinational enterprises’, Journal of International Business Studies, 35 (2), 81–98.CrossRefGoogle Scholar
- Calantone, R.J., Cavusgil, T.S. and Zhao, Y. (2002) ‘Learning orientation, firm innovation capability, and firm performance’, Industrial Marketing Management, 6 (3), 515–24.CrossRefGoogle Scholar
- Chin, W.W. (1998) ‘The partial least squares approach for structural equation modelling’, in G.A. Marcoulides (ed.) Modern Methods for Business Research, 295–335 (Mahwah, NJ: Lawrence Erlbaum Associates).Google Scholar
- Chin, W.W., Marcolin, B.L. and Newsted, P.R. (2003) ‘A partial least squares latent variable modelling approach for measuring interaction effects: results from a Monte Carlo simulation study and an electronic-mail emotion/adoption study’, Information Systems Research, 14 (2), 189–217.CrossRefGoogle Scholar
- Cohen, W. and Levinthal, L. (1990) ‘Absorptive capacity: a new perspective on learning and innovation’, Administrative Science Quarterly, 35 (1), 128–52.CrossRefGoogle Scholar
- Cohendet, P., Llerena, P. and Marengo, L. (2000) ‘Is there a pilot in the evolutionary firm?’ in N. Foss and V. Mahnke (eds) Competence, Governance and Entrepreneurship, 95–115 (Oxford: Oxford University Press).Google Scholar
- Doz, Y. and Hamel, G. (1998) Alliance Advantage: The Act of Creating Value through Partnering (Boston, MA: Harvard Business School Press).Google Scholar
- Eisenhardt, K.M. and Martin, J.A. (2000) ‘Dynamic capabilities: What are they?’, Strategic Management Journal, 21 (11), 1105–21.CrossRefGoogle Scholar
- Fornell, C. and Larcker, D. (1981) ‘Structural equation models with unobservable variables and measurement error’, Journal of Marketing Research, 18 (1), 39–50.CrossRefGoogle Scholar
- Garud, R. and Nayyar, P. (1994) ‘Transformative capacity: continual structuring by inter-temporal technology transfer’, Strategic Management Journal, 15 (5), 365–85.CrossRefGoogle Scholar
- Grant, R.M. (1991) ‘The resource-based theory of competitive advantage: implications for strategy formulation’, California Management Review, 33 (3), 114–35.CrossRefGoogle Scholar
- Grant, R.M. and Baden-Fuller, C. (2004) ‘A knowledge accessing theory of strategic alliances’, Journal of Management Studies, 41 (1), 61–84.CrossRefGoogle Scholar
- Heide, J.B. and John, G. (1992) ‘Do norms matter in marketing relationships?’, Journal of Marketing, 56 (1), 32–44.CrossRefGoogle Scholar
- Heide, J.B. and Miner, A.S. (1992) ‘The shadow of the future: effects of anticipated interaction and frequency of control on buyer seller cooperation’, Academy of Management Journal, 35 (1), 265–91.CrossRefGoogle Scholar
- Heimeriks, K.H. (2008) Developing Alliance Capabilities (Palgrave Macmillan).CrossRefGoogle Scholar
- Hulland, J. (1999) ‘Use of partial least squares (PLS) in strategic management research: a review of four recent studies’, Strategic Management Journal, 20 (2), 195–204.CrossRefGoogle Scholar
- Inkpen, A. (1998) ‘Learning, knowledge acquisition, and strategic alliances’, European Management Journal, 16 (2), 223–9.CrossRefGoogle Scholar
- Jaworski, B.J. and Kohli, A.K. (1993) ‘Market orientation: antecedents and consequences’, Journal of Marketing, 57 (3), 53–70.CrossRefGoogle Scholar
- Kale, P. and Singh, H. (2007) ‘Building firm capabilities through learning: the role of alliance learning process in alliance capability and firm level alliance success’, Strategic Management Journal, 28 (10), 981–1000.CrossRefGoogle Scholar
- Khanna, T., Gulati, R. and Nohria, N. (1998) ‘The dynamics of learning alliances: competition, cooperation, and relative scope’, Strategic Management Journal, 19 (3), 193–210.CrossRefGoogle Scholar
- Knight, G.A. and Kim, D. (2009) ‘International business competence and the contemporary firm’, Journal of International Business Studies, 40 (2), 255–73.CrossRefGoogle Scholar
- Kogut, B. and Zander, U. (1993) ‘Knowledge of the firm and the evolutionary theory of the multinational corporation’, Journal of International Business Studies, 24 (1), 625–45.CrossRefGoogle Scholar
- Lusch, R.F. and Brown, J.R. (1996) ‘Interdependency, contracting, and relational behavior in marketing channels’, Journal of Marketing, 60 (4), 19–38.CrossRefGoogle Scholar
- March, J.G. (1991) ‘Exploration and exploitation in organizational learning’, Organization Science, 2 (1), 71–87.CrossRefGoogle Scholar
- Maydeu-Olivares, A. and Lado, N. (2003) ‘Market orientation and business performance: a mediated model’, International Journal of Service Industry Management, 14 (3), 284–309.CrossRefGoogle Scholar
- Mesquite, L.F., Anand, J. and Brush, T.H. (2008) ‘Comparing the resource-based and relational views: knowledge transfer and spillover in vertical alliances’, Strategic Management Journal, 29 (9), 913–41.CrossRefGoogle Scholar
- Meyer, K.E., Wright, M. and Pruthi, S. (2009) ‘Managing knowledge in foreign entry strategies: a resource-based analysis’, Strategic Management Journal, 30 (5), 557–74.CrossRefGoogle Scholar
- Ranft, A.L. and Marsh, S.J. (2008) ‘Accessing knowledge through acquisitions and alliances: an empirical examination of new market entry’, Journal of Management Issues, 20 (1), 51–67.Google Scholar
- Robson, M.J. and Katsikeas, C.S. (2005) ‘International strategic alliance relationship within the foreign investment decision process’, International Marketing Review, 22 (4), 399–419.CrossRefGoogle Scholar
- Sarkar, M.B., Echambadi, R. and Harrison, J. (2001) ‘Alliance entrepreneurship and firm market performance’, Strategic Management Journal, 22 (6–7), 701–11.CrossRefGoogle Scholar
- Schreiner, M., Kale, P. and Corsten, D. (2009) ‘What really is alliance management capability and how does it impact on alliance outcome and success?’, Strategic Management Journal, 30 (13), 1395–419.CrossRefGoogle Scholar
- Shane, S. (2000) ‘Prior knowledge and the discovery of entrepreneurial opportunities’, Organizational Science, 11 (4), 448–69.CrossRefGoogle Scholar
- Shane, S. and Venkataraman, S. (2000) ‘The promise of entrepreneurship as a field of research’, Academy of Management Review, 25 (1), 217–26.Google Scholar
- Simonin, B.L. (1997) ‘The importance of collaborative know-how: an empirical test of the learning organization’, Academy of Management Journal, 40 (5), 1150–74.CrossRefGoogle Scholar
- Spender, J.-C. (1992) ‘Limits to learning from the West: how Western management advice may prove limited in Eastern Europe’, International Executive, 34 (5), 389–410.CrossRefGoogle Scholar
- Szulanski, G. (1996) ‘Exploring internal stickiness: impediments to the transfer of best practice within the firm’, Strategic Management Journal, 17, 27–44.CrossRefGoogle Scholar
- Tabachnick, B.G. and Fidell, L.S. (1996) Using Multivariate Statistics, 3rd edn (New York: Harper and Row).Google Scholar
- Teece, D.J., Pisano, G. and Shuen, A. (1997) ‘Dynamic capabilities and strategic management’, Strategic Management Journal, 18 (7), 509–33.CrossRefGoogle Scholar
- Wernerfelt, B. (1984) ‘A resource-based view of the firm’, Strategic Management Journal, 5 (1), 171–80.CrossRefGoogle Scholar
- Yeoh, P.-L. (2004) ‘International learning: antecedents and performance implications among newly internationalizing companies in an exporting context’, International Marketing Review, 21 (4/5), 511–35.CrossRefGoogle Scholar
- Zollo, M. and Winter, S.G. (2002) ‘Deliberate learning and the evolution of dynamic capabilities’, Organization Science, 13 (3), 339–51.CrossRefGoogle Scholar
Copyright information
© Saba Khalid and Jorma Larimo 2011