Origin of Alliance Portfolios: Entrepreneurs, Network Strategies, and Firm Performance

By Pinar Ozcan, Kathleen M. Eisenhardt. 2009

818 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/519b5b46d746d5be6eeaf7310070590fa4f63554

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In Management of Technology and Innovation

In Strategy and Management

Citations in the corpus

Network-based Research in Entrepreneurship: A Decade in Review (2015, background): “New ventures can also be perceived as more valuable to partners when they can connect diverse but interdependent firms together and facilitate coordinated action (Ozcan and Eisenhardt, 2009).”
Chapter 2 Resource dependence theory: Past and future (2010, background): “These and other recent contributions to resource dependence theory (e.g. Gulati & Sytch, 2007; Ozcan & Eisenhardt, 2009) suggest that there is currently a revival of interest in the theory and offer some clues on where the theory may be heading.”
Catalyzing Strategies and Efficient Tie Formation: How Entrepreneurial Firms Obtain Investment Ties (2012, background): “At the portfolio level, firms benefit from having many ties, partners that complement one another, and a mix of strong and weak ties (Baum, Calabrese, & Silverman, 2000; Ozcan & Eisenhardt, 2009).”
Entrepreneurship in Regulated Markets: Framing Contests and Collective Action to Introduce Pay TV in the U.S. (2014, background): “Previous studies have illustrated how entrepreneurs can take advantage of this uncertainty to shape the market in their favor (Ozcan and Eisenhardt, 2009; Santos and Eisenhardt, 2009), but these studies mostly focus on nascent markets where entrepreneurs typically do not have to deal with powerful…”
Top management teams and the performance of entrepreneurial firms (2013, background): “For example, some entrepreneurial firms are more successful when they form attractive alliance portfolios (e.g., Baum et al. 2000; Ozcan and Eisenhardt 2009) or attract well-positioned, knowledgeable boards of directors (e.g., Gulati and Higgins 2003; Garg and Eisenhardt 2013).”
Social identity and signalling success factors in online crowdfunding (2016, background): “Social capital in this case goes beyond strategic alliances for access to resources held by others (davidsson and Honig 2003; Ozcan and Eisenhardt 2009; Slotte-Kock and Coviello 2010).”
The Impact of Entrepreneurial Business Networks on Firms’ Performance Through a Mediating Role of Dynamic Capabilities (2019, background): “The entrepreneurial business network is a multifaceted business network of business firms, working together to achieve firm business objectives [10,11].”
Parallel Play: Startups, Nascent Markets, and Effective Business-model Design (2019, background): “…by buyers, sellers, and a label (Weber, Heinze, and DeSoucey, 2008; Navis and Glynn, 2010)—and by incomplete products, uncertain technologies, and extreme ambiguity about opportunities and customer demand (Ozcan and Eisenhardt, 2009; Santos and Eisenhardt, 2009; Hiatt and Carlos, 2018).”
Resource Dependence Theory: A Review (2009, background): “They provide evidence that “executives can proactively create a vision of interdependence (i.e., industry architecture) that is unique and advantageous to multiple types of firms” (Ozcan & Eisenhardt, 2009: 270).”
Rotating Leadership and Collaborative Innovation (2011, background): “In these industries, building innovative products often involves changing architectures that span sector boundaries (Jacobides, 2006; Ozcan and Eisenhardt, 2008).”
Templates and Turns in Qualitative Studies of Strategy and Management (2011, background): “…boundaries and markets in their favor (Santos & Eisenhardt, 2009), networking strategies associated with successful industry positioning (Ozcan & Eisenhardt, 2009), the role of seller perspectives and trust in acquisitions (Graebner & Eisenhardt, 2004; Graebner, 2004, 2009), patterns of…”
Benefiting From Alliance Portfolio Diversity (2014, background): “The literature has not been conclusive, however, about the consequences of a diverse alliance portfolio (R. T. Jiang, Tao, & Santoro, 2010; Koka & Prescott, 2008; Ozcan & Eisenhardt, 2009).”