Managing alliance networks: emerging practices of multinational corporations

By A. Goerzen. IEEE Engineering Management Review, 2005

113 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/5e7f6fa8ec3dfe8b1210b5257ffb7e5ce20cc6d2

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

Citations in the corpus

Services innovation:: Knowledge transfer and the supply chain (2008, background): “But in today’s service, public or private, orientated economy, particularly within the supply chain networks, this relationship is far more complex (Goerzen, 2005; Osborne and Brown, 2005; McLaughlin et al., 2006; Kestilä et al., 2007).”
Multinational corporation internationalization in the service sector: a study of Japanese trading companies (2007, background): “As firms are challenged to deal with the nuances of foreign markets (e.g., suppliers, customers, regulators), the extra layer of foreign market acculturation brought on by foreign partners makes FDI significantly more challenging (Goerzen, 2005a, 2007).”
Alliance networks and firm performance: The impact of repeated partnerships (2007, background): “Firms, by focusing primarily on achieving improved coordination across alliances, may be reducing the opportunities for novel systems, procedures, or perspectives to enter into their network (Goerzen, 2005a).”
Entrepreneurship, innovation and regional growth: a network theory (2015, background): “…evident through the formation of strategic alliances based on formalised collaboration and joint ventures, and other ‘contracted’ relationships involving equity and R&D agreements (Goerzen 2005; Goerzen and Beamish 2005; Grant 1996; Grant and Baden-Fuller 2004; Ireland et al. 2002; Stuart 2000).”
Learning mechanisms and differential performance in alliance portfolios (2007, background): “Firms having large alliance portfolios are more prone to develop common practices embedded in structures and processes nurtured by, for example, the presence of a dedicated alliance function (Goerzen, 2005; Kale et al., 2002).”
Knowledge flow and inter-firm networks: The influence of network resources, spatial proximity and firm size (2010, background): “More generally, the propensity to engage in formal knowledge-based collaborations heightens as firms grow (Stuart 2000; Ireland, Hitt, and Vaidyanath 2002; Grant and Baden-Fuller 2004; Goerzen 2005; Goerzen and Beamish 2005).”