Alliances, Mergers and Networks

Scholars from multiple fields have shown increasing interest in the causes and consequences of mergers and acquisitions (M&A). Accordingly, this article develops a framework to organize and review recent empirical findings, principally from...

There has been extensive research on organizational behaviour in terms of embeddedness in social networks. However, how those networks originated is seldom examined. Organizational sociologists have viewed network formation as driven by exogenous...

We argue that the primary advantage- of alliances or both firms and markets is in accessing rather than acquiring knowledge. Building upon the distinction between the knowledge generation ('exploration') and knowledge application ('exploitation')...

There have been numerous reports of culture clashes, confusion, and internal disruptions when two companies are combined – with dramatic declines in employee and customer satisfaction, leading to significant declines in profitability...

We attempt in this paper, to put forward a general resource-based theory of strategic alliances, synthesizing the various findings in the literature on alliances from a resource based view...

Strategic management and organizational theory found that top executives inject a great deal of themselves (their experiences, preferences, and dispositions) into their decisions and leadership...

Despite ubiquitous references to Pfeffer and Salancik's classic volume. The External Control of Organizations, resource dependence theory is more of an appealing metaphor than a foundation for testable empirical research. We identify two distinct...

This paper explores the effects of partner substitutability and alliance network structure on organizational profitability. Although firms are expected to benefit from the exclusive resources brought in by resource rich, non substitutable alliance...

To assess the effects of a firm's network of relations on innovation, this paper elaborates a theoretical framework that relates three aspects of a firm's ego network-direct ties, indirect ties, and structural holes...