Alliance capability, stock market response, and long‐term alliance success: the role of the alliance function

By P. Kale, Jeffrey H. Dyer, Harbir Singh. 2002

1,868 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/2539b3eb5da2f27e932b8648d79f19d5ff19d17e

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Citations in the corpus

Nonlinear Effects of Entrepreneurial Orientation on Small Firm Performance: The Moderating Role of Resource Orchestration Capabilities (2013, background): “Network capability encompasses a firm’s ability to make use of interorganizational relationships to gain access to various resources held by other actors (Kale et al., 2002).”
The Many Futures of Contracts (2014, background): “In a related vein, Kale, Dyer, and Singh (2002) find that firms with alliance experience and resources dedicated to coordinate alliance-related activities are more likely to realize greater success when entering alliances.”
The effect of alliance experience and intellectual capital on the value creation of international strategic alliances (2008, background): “Given its importance, however, the question of what differentiates firms’ learning capabilities remains under-researched [23].”
Interpreting risk allocation mechanism in public–private partnership projects: an empirical study in a transaction cost economics perspective (2008, background): “They are more likely to develop effectively when purposefully designed mechanisms are established to accumulate, store, integrate and diffuse relevant organizational knowledge acquired through experience (Kale et al., 2002).”
The Relative Importance of Interfirm Relationships and Knowledge Transfer for New Product Development Success (2007, background): “The accumulation of relational experience (Dyer and Singh, 1998; Kale, Dyer, and Singh, 2002; Kale, Singh, and Perlmutter, 2000; Sivadas and Dwyer, 2000; S rensen and Reve, 1998) within interorganizational relationships is an important factor leading to the achievement of successful knowledge flows.”
Modes of Cooperative R&D Commercialization by Start-ups (2009, neutral): “While the literature has proposed different loci of alliance knowledge repositories within the firm, such as dedicated alliance departments (Kale et al., 2002) and formal contracts (Mayer and Argyres, 2004), organizational investments in building repositories of knowledge (and their ability to…”
Adverse Selection in Acquisitions of Small Manufacturing Firms: A Comparison of Private and Public Targets (2005, methodology): “Prior research tends to use 4- to 10-year windows in calculating firms’ investments in alliances (e.g., Anand and Khanna, 2000; Kale et al., 2002 ), so the time window we used was judged to be of sufficient length to cover the possible signaling effects of a firm’s strategic alliances.”
Non-linear relationship between industrial service offering and sales growth: The moderating role of network capabilities (2013, methodology): “Second, this study contributes to the discussion on network, alliance and CRM capabilities ofmanufacturers and service providers (Kale et al., 2002; Ritter & Gemünden, 2004; Smirnova et al., 2011; Walter et al., 2006) by considering how firms' manage, integrate and learn from network relationships.”