Friends or Strangers? Firm-Specific Uncertainty, Market Uncertainty, and Network Partner Selection

By Christine M. Beckman, Pamela R. Haunschild, Damon J. Phillips. Organ. Sci., 2004

1,052 citations recorded by the source corpus.

Subfields: Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/2f63b07044e0742f0409a3e0d49386c745d6a1f9

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Citations in the corpus

How a Firm's Competitive Environment and Digital Strategic Posture Influence Digital Business Strategy (2013, methodology): “We measure competitive uncertainty by adapting a prior measure of relative firm-specific variation (Beckman et al. 2004; Durnev et al. 2004; Morck et al. 2000) that draws from Schumpeter’s ideas of creative destruction.”
A multilevel framework of firm boundaries: Firm characteristics, dyadic differences, and network attributes (2010, background): “When faced with the choice of certainty versus uncertainty, firms with such inertia skew toward their familiar environment (Beckman et al., 2004; Levinthal and March, 1993).”
Disentangling the antecedents of ambidexterity: Exploration and exploitation (2018, background): “chanistic structures, path dependence and routinization (Beckman et al., 2004; Benner and Tushman, 2003; March 1991).”
Leveraging IT Capabilities and Competitive Process Capabilities for the Management of Interorganizational Relationship Portfolios (2010, background): “with new partners (alliance broadening) when market uncertainty is high (Beckman et al. 2004).”
Projects, paths, and practices: sustaining and leveraging project-based relationships (2011, background): “In construction, contractors are interested in sustaining project-based relationships with particular sub-contractors, architects and project management consultants (Eccles, 1981; Berggren et al., 2001).”
Boardroom Centrality and Firm Performance (2013, neutral): “, 2003), and the stability of the network through time (Beckman et al., 2004).”
The Performance Consequences of Ambidexterity in Strategic Alliance Formations: Empirical Investigation and Computational Theorizing (2007, methodology): “Both conceptual generation and empirical testing have suggested an ambidexterity hypothesis where the pursuit of both exploration and exploitation will improve firm performance and survival (He and Wong 2004, Levinthal and March 1993, Tushman and O’Reilly 1996).”
Formal control and social control in domestic and international buyer–supplier relationships (2010, background): “Thus, several transaction cost factors have been identified as antecedents of control mechanisms, including asset specificity, environmental uncertainty, and behavioral uncertainty (Beckman et al., 2004; Ghosh and George, 2005; Poppo and Zenger, 2002; Reuer and Ariño, 2007; Rindfleisch and Heide, 19”
Does familiarity foster innovation? The impact of alliance partner repeatedness on breakthrough innovations (2015, neutral): “45 for our complete model, well below the threshold of 30 (Belsley et al., 1980).”
Unraveling the mechanisms of reputation and alliance formation: : A study of venture capital syndication in China (2014, neutral): “Factors that can affect partner selection include resource complementarity, geographic proximity (Stuart and Sorenson, 2003), repetitive relationships (Beckman, Haunschild, and Phillips, 2004), and status homophily (Chung et al., 2000).”