Strategies for managing a portfolio of alliances

By W. Hoffmann. 2007

594 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/83d1ccba2702e0e9f061eeaea30a3933850fc96e

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In Strategy and Management

Citations in the corpus

Balance Within and Across Domains: The Performance Implications of Exploration and Exploitation in Alliances (2011, background): “Despite the immediate merits of such practices (Hoffmann 2007; Kale et al. 2002; Lavie 2007; Zollo et al. 2002), we caution that as a firm grows and perhaps extends its alliance portfolio, the difficulty of balancing exploration and exploitation within the function or structure domains can impair…”
Does familiarity foster innovation? The impact of alliance partner repeatedness on breakthrough innovations (2015, unknown): “Our study therefore answers the calls to examine strategic alliance from a portfolio perspective (Cui and O’Connor, 2012; Hoffmann, 2007; Lavie, 2007) as well as examine the impact of a specific alliance portfolio configuration on breakthrough innovations.”
Leveraging IT Capabilities and Competitive Process Capabilities for the Management of Interorganizational Relationship Portfolios (2010, background): “However, firms are now simultaneously involved in multiple interorganizational relationships or IR portfolios to improve their endowment of external resources and to counter strategic uncertainty (Hoffmann 2007).”
Benefiting From Alliance Portfolio Diversity (2014, background): “An alliance portfolio characteristic that has received much attention is diversity (Goerzen & Beamish, 2005; Hoffmann, 2007; Koka & Prescott, 2008).”
Learning mechanisms and differential performance in alliance portfolios (2007, background): “the outcomes of a firm’s alliances are likely to be interdependent (Hoffmann, 2007).”
Creating ambidexterity by integrating and balancing structurally separate interorganizational partnerships (2010, background): “Scholars who focus on partnership building have discovered that firms are prone to establishing specific relationships whose precise purpose may be to maximize explorative innovation (Hagedoorn and Duysters, 2002; Hoffmann, 2007; Koza and Lewin, 1998).”
Clearing a Path Through the Forest: A Meta-Review of Interorganizational Relationships (2011, background): “Within their IOR portfolios, they may have specific IORs that are aimed at exploration, while others are directed toward exploitation, thus finding balance across the overall portfolio of relationships (Hoffmann, 2007; Koza & Lewin, 1998; Wassmer, 2010).”
Knowledge-based Dynamic Capabilities and Innovation in Networked Environments (2011, background): “The rapid proliferation of strategic networks invoked the study on various kinds of networks, some studies focused on the effects of network resources on general performance (Gulati, 1999; Hoffmann, 2007; Lavie, 2007) and innovation (Hagedoorn and Schakenraad, 1994; Kotabe and Swan, 1995), other res”
Toward a learning-based view of internationalization: The accelerated trajectories of cross-border learning for latecomers (2010, background): “…is unclear about this issue (e.g., Dyer and Chu, 2003; Li, 1998; Madhok, 1997; Uzzi, 1997; Zajac and Olsen, 1993), so is the emerging research on exploitative and exploratory alliances (e.g., Holmqvist, 2003; Hoffmann, 2007; Koza and Lewin, 1998; Lubatkin et al., 2001; Rothaermel and Deeds, 2004).”
Corporate venture capital portfolios and firm innovation (2016, unknown): “…examine characteristics of an organization's collection of interorganizational relationships and the influence these portfolios have on learning, innovation and other aspects of organizational performance (Hoffmann, 2007; Lavie, 2007; Ozcan and Eisenhardt, 2009; Sarkar et al., 2009;Wassmer, 2010).”