From "me against you" to "us against them": Alliance formation based on inter-alliance rivalry

Scandinavian Journal of Management

Volumn 19, Issue 2, 2003, Pages 135-152

  Guidice, Rebecca M ^a   Vasudevan, Ash ^b   Duysters, Geert ^c  

^a UNIVERSITY OF MISSISSIPPI   (United States)

^b Strategic Initiatives and Investment   (United States)

^c EINDHOVEN UNIVERSITY OF TECHNOLOGY   (Netherlands)

Author keywords

Alliance rivalry; Alliances; Competitive dynamics

Indexed keywords

EID: 0037409066     PISSN: 09565221     EISSN: None     Source Type: Journal    
DOI: 10.1016/S0956-5221(02)00033-7     Document Type: Article

References (63)

1. Auster, E. (1992). The relationship of industry evolution to the patterns of technology linkages, joint ventures, and direct investment between US and Japan. Management Science, 38(6), 778-792.
2. Badaracco, J. L. (1991). The knowledge link: How firms compete through strategic alliances. Boston, MA: Harvard Business School Press.
3. Barnett, W. P. (1993). Strategic deterrence among multiple point competitors. Industrial and Corporate Change, 2, 249-278.
4. Barney, J. B. (1986). Strategic factors markets: Expectations, luck, and business strategy. Management Science, 32, 1231-1241.
5. Baum, J. A. C., & Korn, H. J. (1996). Competitive dynamics of interfirm rivalry. Academy of Management Journal, 39, 255-291.
6. Beekun, R. I., & Ginn, G. O. (1993). Business strategy and interorganizational linkages within the acute care hospital industry: An expansion of the miles and snow typology. Human Relations, 46(11), 1291-1318.
7. Bresser, R. K., & Harl, J. E. (1986). Collective strategy: Vice or virtue? Academy of Management Review, 11, 408-427.
8. Burgers, W. P., Hill, C. W., & Kim, C. W. (1993). A theory of global strategic alliances: The case of the global auto industry. Strategic Management Journal, 14, 419-432.
9. Cainarca, G. C., Colombo, M. G., & Mariotti, S. (1992). Agreements between firms and the technological life cycle model: Evidence from information technologies. Research Policy, 21, 45-62.
10. Chaffee, E. E. (1985). Three models of strategy. Academy of Management Review, 10, 89-98.
11. Chen, M. (1996). Competitor analysis and inter-firm rivalry: Toward a theoretical integration. Academy of Management Review, 21, 100-134.
12. Chen, M., & Hambrick, D. C. (1995). Speed, stealth, and selective attack: How small firms differ from large firms in competitive behavior. Academy of Management Journal, 38, 453-482.
13. Chen, M. J., & MacMillan, I. C. (1992). Nonresponse and delayed response to competitive moves: The roles of competitor dependence and action irreversibility. Academy of Management Journal, 35, 539-570.
14. Chen, M. J., Smith, K. G., & Grimm, C. M. (1992). Action characteristics as predictors of competitive responses. Management Science, 38, 439-455.
15. Contractor, F. J., & Lorange, P. (1988). Cooperative strategies in international business. Lexington, MA: D.C. Health.
16. Doz, Y. L., & Hamel, G. (1998). The alliance advantage. Boston, MA: Harvard Business School Press.
17. Dussauge, P., Hart, S., & Ramanantsoa, B. (1992). Strategy technologic management. New York, NY: Wiley.
18. Dyer, J. H., & Singh, H. (1998). The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Academy of Management Review, 23, 660-679.
19. Fiegenbaum, A., Hart, S., & Schendel, D. (1996). Strategic reference point theory. Strategic Management Journal, 17, 216-236.
20. Gimeno, J., & Woo, C. (1996). Hypercompetition in a multimarket environment: The role of strategic similarity and multimarket contact on competitive deescalation. Organization Science, 7, 322-341.
21. Gomes-Casseres, B. (1994). Group versus group: How alliance networks compete. Harvard Business Review, 72(4), 62-70.
22. Gomes-Casseres, B. (1996). The alliance revolution: the new shape of business rivalry. Boston, MA: Harvard University Press.
23. Grant, R. M., & Baden-Fuller, C. (1995). A knowledge based theory of inter-firm collaboration. Academy of Management Best Paper Proceedings, 17-21.
24. Gulati, R. (1995). Does familiarity breed trust? The implications of repeated ties for contractual choice in alliances. Academy of Management Journal, 38, 85-112.
25. Hagedoorn, J. (1993). Understanding the rationale of strategic technology partnering: Interorganizational modes of cooperation and sectoral difference. Strategic Management Journal, 14, 371-385.
26. Hamel, G. (1991). Competition for competence and inter-partner learning within international strategic IORs. Strategic Management Journal, 12, 83-103.
27. Hamel, G., Doz, Y., & Prahalad, C. K. (1989). Collaborate with your competitors-and win. Harvard Business Review, 67(1), 133-139.
28. Hamel, G., & Prahalad, C. K. (1994). Competing for the future. Harvard Business Review, 72(4), 122-129.
29. Hannah, M. T., & Freeman, J. (1989). Organizational ecology. Cambridge, MA: Harvard University Press.
30. Harrigan, K. R. (1985). Strategies for joint ventures. Lexington, MA: Lexington Books.
31. Harrigan, K. R. (1988). Joint ventures and competitive strategy. Strategic Management Journal, 9, 141-158.
32. Hill, C. (1990). Cooperation, opportunism, and the invisible hand: Implications for transaction cost theory. Academy of Management Review, 15, 500-513.
33. Hrebiniak, L. G., & Joyce, W. F. (1985). Organizational adaptation: Strategic choice and environmental determinism. Administrative Science Quarterly, 30, 336-349.
34. Inkpen, A. C., & Crossan, M. M. (1995). Believing is seeing: Joint ventures and organizational learning. Journal of Management Studies, 32, 594-617.
35. Kimberly, J. R. (1976). Organizational size and the structuralist perspective: A review, critique, and proposal. Administrative Science Quarterly, 21, 571-597.
36. Kogut, B. (1988). Joint ventures: Theoretical and empirical perspectives. Strategic Management Journal, 9, 319-332.
37. Kogut, B. (1991). Joint ventures and the option to expand and acquire. Management Science, 37(1), 19-33.
38. Kogut, B., & Zander, U. (1993). Knowledge of the firm, combinative capabilities, and the replication of technology. Organization Science, 3(3), 383-397.
39. Kotabe, M., Sahay, A., & Aulakh, P. S. (1996). Emerging role of technology licensing in the development of global product strategy: Conceptual framework and research propositions. Journal of Marketing, 60, 73-88.
40. Lado, A. A., Boyd, N. G., & Hanlon, S. C. (1997). Competition, cooperation, and the search for economic rents: A syncretic model. Academy of Management Review, 22, 110-141.
41. Miles, R., & Snow, C. (1978). Organizational strategy, structure, and process. New York, NY: McGraw-Hill.
42. Miller, D., & Friesen, P. H. (1984). A longitudinal study of the corporate life cycle. Management Science, 30(10), 1161-1183.
43. Mintzberg, H. (1990). The design school: Reconsidering the basic premises of strategic management. Strategic Management Journal, 11, 171-195.
44. Mintzberg, H., & Waters, J. A. (1985). Of strategies, deliberate and emergent. Strategic Management Journal, 6, 257-272.
45. Mitchell, W., & Singh, K. (1992). Incumbents' use of pre-entry alliances before expansion into new technical subfields of an industry. Journal of Economic Behavior and Organization, 18, 347-372.
46. Nohria, N., & Garcia-Pont, C. (1991). Global strategic linkages and industry structure. Strategic Management Journal, 12, 105-124.
47. Parkhe, A. (1993). Strategic alliance structuring: A game theoretic and transaction cost examination of inter-firm cooperation. Academy of Management Journal, 36, 794-829.
48. Pfeffer, J. (1972). Merger as a response to organizational interdependence. Administrative Science Quarterly, 18, 449-461.
49. Pfeffer, J., & Nowak, P. (1976). Joint ventures and interorganizational interdependence. Administrative Science Quarterly, 21, 398-418.
50. Pfeffer, J., & Salancik, G. R. (1978). The external control of organizations. New York, NY: Harper & Row.
51. Porter, M. E. (1980). Competitive strategy. New York, NY: Free Press.
52. Porter, M. E. (1986). Competition in global industries. Boston, MA: Harvard Business School Press.
53. Porter, M.E.,Fuller, M.B. (1986). Coalitions and global strategy. In M.E. Porter (Ed.), Competition in global industries. Boston, MA: Harvard Business School Press.
54. Powell, W., & Brantley, P. (1992). Competitive cooperation in biotechnology: Learning through networks? In N. Nohria, & R. Eccles (Eds.), Networks and organizations: structure, form, and action. Boston, MA: Harvard Business School Press.
55. Powell, W. W., Koput, K. W., & Smith-Doerr, L. (1996). Interorganizational collaboration and the locus of innovation: Networks of learning in bio-technology. Administrative Science Quarterly, 41, 116-145.
56. Prahalad, C. K. (1995). Weak signals versus strong paradigms. Journal of Marketing Research, 23, 3-6.
57. Prahalad, C. K., & Hamel, G. (1990). The core competence and the corporation. Harvard Business Review, 68(3), 71-91.
58. Rajagopalan, S., & Yong, S. (1995). Strategic alliances in the hospital industry: A fusion of institutional and resource dependence views. Academy of Management Best Paper Proceedings, 271-275.
59. Reed, R., & DeFillippi, R. J. (1990). Causal ambiguity, barriers to imitation, and sustainable competitive advantage. Academy of Management Review, 15, 88-102.
60. Simonin, B. L. (1997). The importance of collaborative know-how: An empirical test of the learning organization. Academy of Management Journal, 40, 1150-1174.
61. Singh, K. (1995). The impact of technological complexity and inter-firm cooperation business survival. Academy of Management Best Paper Proceedings, 67-71.
62. Singh, K., & Mitchell, W. (1996). Precarious collaborations: Business survival after partnerships shut down or form new partnerships. Strategic Management Journal, 17, 99-115.
63. Smith, K. G., Grimm, C. M., Gannon, M. J., & Chen, M. J. (1991). Organizational information processing, competitive responses and performance in the US domestic airline industry. Academy of Management Journal, 34, 60-85.