A Resource-Based Theory of Strategic Alliances

By T. Das, Bing-Sheng Teng. 2000

2,906 citations recorded by the source corpus.

Subfields: Finance, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/5161ea0f4ddaccb8b1376179147019bcf4dc6721

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Citations in the corpus

The Evolving Value of Foreign Partnerships in Transitioning Economies (2005, methodology): “The focus of these perspectives tends to be the internal environment of partner firms and their ventures ( Das & Teng, 2000; Miller & Shamsie, 1996).”
Learning in Hybrid-Project Systems: The Effects of Project Performance on Repeated Collaboration (2008, background): “Similarly, research on interorganizational alliance formation often assumes that organizations can freely choose potential partners (Das & Teng, 2000; Gulati & Gargiulo, 1999).”
Toward a unified theory of logistics (2004, background): “Transaction costs are those costs associated with exchange, while production costs are associated with the coordination of various production activities in-house ( Das and Teng, 2000”
The effect of alliance experience and intellectual capital on the value creation of international strategic alliances (2008, background): “Research in organizational behavior [1,2], marketing [3,4], and international business [5,6] has advanced the state of knowledge by highlighting various advantages of inter-firm collaboration.”
Outcomes to Partners in Multi-Stakeholder Cross-Sector Partnerships: A Resource-Based View (2019, background): “Built relationships, improved reputation, and accessed marketing and business opportunities—resources found in this study—are socially complex and causally ambiguous thus making them valuable according to RBV (Das & Teng, 2000).”
Resources in Emerging Structures and Processes of Change (2004, background): “These features have led one group of researchers to suggest that “a firm should pay more attention to its resources than to its competitive environment” (Das and Teng 2000, p. 32).”
A risk perception model of alliance structuring (2001, background): “A large number of scholars have attempted to understand the rationale, process, and implications of strategic alliances (e.g., Alter and Hage, 1993; Das and Teng, 2000a,b; Doz, 1996; Ring and Van de Ven, 1992, 1994; Yoshino and Rangan, 1995).”