Alliance Portfolio Internationalization and Firm Performance

By Dovev Lavie, Stewart R. Miller. Organ. Sci., 2008

473 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/3260f424abf7c7b364ba768b2fed3d95021e5898

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Citations in the corpus

The Concept of Distance in International Business Research: A Review and Research Agenda (2016, unknown): “Dikova et al. (2010) found that acquisition experience influences the impact of institutional distance, and Lavie and Miller (2008) found that foreign partnering experience influences the impact of the overall distance on various dimensions.”
Multinationals and corporate social responsibility in host countries: Does distance matter? (2011, unknown): “Third, our paper also contributes to the literature linking LOF to institutional distance (Eden & Miller, 2004; 2008) by theorizing about and empirically applying the CAGE distance framework, introduced by Ghemawat (2001, 2003) and tested by Lavie and Miller (2008), to examine foreign bank strategie”
Organizational Learning: From Experience to Knowledge (2011, unknown): “For example, learning from alliances (Lavie & Miller, 2008; Zollo & Reuer, in press), learning from acquisition experience (Haleblian & Finkelsktein, 1999; Hayward, 2002), and learning from contracting experience (Mayer & Argyres, 2004; Vaneste & Puranam, in press) have received considerable…”
Capturing value from alliance portfolio diversity: The mediating role of R&D human capital in high and low tech industries (2017, background): “Geographical diversity is found to be important for the adaptation of existing products to different local requirements and preferences (Van Beers and Zand, 2014; Lavie and Miller, 2008).”
Balance Within and Across Domains: The Performance Implications of Exploration and Exploitation in Alliances (2011, methodology): “The inability to develop and employ consistent partnering routines (Nelson and Winter 1982) and the misapplication of such routines (Jensen and Szulanski 2004; Lavie and Miller, 2008) result in negative learning effects that impede processes of forming, managing, and assessing alliances.”
Diversity in Alliance Portfolios and Performance Outcomes: A Meta-Analysis (2017, background): “In a similar manner, a firm can expand the scope of its knowledge base through the resources of diverse foreign partners and distinctive foreign markets (Gulati, 1999; Lavie & Miller, 2008).”
Returns to alliance portfolio diversity : The relative effects of partner diversity on firm’s innovative performance and productivity (2014, unknown): “…on the relationship between APD and one performance dimension at a time, e.g., ﬁ nancial performance (Faems, De Visser, Andries, & Van Looy, 2010; Lavie & Miller, 2008; Mouri, Sarkar, & Frye, 2012; Wassmer & Dussauge, 2011), innovative performance (Duysters & Lokshin, 2011; Srivastava &…”
Does familiarity foster innovation? The impact of alliance partner repeatedness on breakthrough innovations (2015, unknown): “Prior research has found the value-creation effect of alliance portfolios in terms of resource complementarity, competition among the partners (Lavie, 2007), portfolio diversity (Cui and O’Connor, 2012), internationalization (Lavie and Miller, 2008), exploration or exploitation choices (Lin et al.”
Beating Competitors to International Markets: The Value of Geographically Balanced Networks for Innovation (2014, background): “A sole focus on either local or foreign sources for innovation may lead to incomplete knowledge loci and incomplete cultural and institutional understandings. As explained by Duysters and de Man (2003), alliances function as a radar that enables a venture to gain a glimpse of a variety of up-and-com”