Alliance partners and firm performance: resource complementarity and status association

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An Analysis of Cause-Related Marketing Implementation Strategies Through Social Alliance: Partnership Conditions and Strategic Objectives (2011, background): “As a result, the jointentity will become more competitive (Lin et al., 2009).”
A multilevel framework of firm boundaries: Firm characteristics, dyadic differences, and network attributes (2010, background): “, 1999), while high-status firms appropriate much more value from its status exchange with low-status firms (Alvarez and Barney, 2001; Lin et al., 2009b).”
New Frontiers of the Reputation—Performance Relationship: Insights From Multiple Theories (2010, background): “Research has found that resources and opportunities are distributed so that higher ranks enjoy greater access than those of comparatively lower ranks (Ridgeway & Walker, 1995) and that this finding holds at both individual and organizational levels (e.g., Lin et al., 2009; Whyte, 1943).”
Domestic alliance network to attract foreign partners: Evidence from international joint ventures in China (2014, methodology): “For example, Lin et al. (2009a) argue that centrally located firms in China have a higher likelihood of establishing a foothold and leadership within the local marketplace.”