Alliance or acquisition? A dyadic perspective on interfirm resource combinations

By Lihua Wang, Edward J. Zajac. 2007

462 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/8fd51d4c79e4d20c008505a1ba83dc794020782c

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In Strategy and Management

Citations in the corpus

A multilevel framework of firm boundaries: Firm characteristics, dyadic differences, and network attributes (2010, background): “Technology complementarity is found to be one of the three major drivers for alliance collaboration (Hagedoorn, 1993; Wang and Zajac, 2007).”
Markets as networks: implications for strategy-making (2011, background): “Examples are drawing the border between the focal firm and the environment (Folta 1998; Parmigiani and Mitchell 2009; Wang and Zajac 2007; Yang et al. 2010), creating strategic alliances or formal networks (Ahuja 2000; Gulati 1999a, b, Gulati and Gargiulo 1999; Lin et al.”
The Timing of Codevelopment Alliances in New Product Development Processes: Returns for Upstream and Downstream Partners (2015, background): “Thus, to understand codevelopment between upstream and downstream partners, a dyadic approach that considers both parties in the process is required (Wang and Zajac 2007; Zajac and Olsen 1993).”
Synthesizing and Extending Resource Dependence Theory (2013, unknown): “…perspective, the various arrangement types are imperfect substitutes (Hillman et al., 2009), and that more research is needed that explicitly compares these types in terms of their connections with organizational performance (cf. Vanhaverbeke, Duysters, & Noorderhaven, 2002; Wang & Zajac, 2007).”
Alliance Capabilities (2015, background): “…capabilities that focus on a firm’s abilities in developing and coordinating an alliance portfolio (e.g., Sarkar, Aulakh, & Madhok, 2009); and (3) dyad-specific alliance capabilities that reflect the relational capability of a dyad (e.g., Dyer & Singh, 1998; Wang & Zajac, 2007; Zollo et al., 2002).”
Owners on Both Sides of the Deal: Mergers and Acquisitions and Overlapping Institutional Ownership (2008, background): “Wang and Zajac (2007) suggest that alliances are more versatile than acquisitions; additional research should examine whether managers are more inclined to pursue suboptimal strategies if they deem them beneficial for themselves and a subset of owners.”
A Matching Theory of Alliance Formation and Organizational Success: Complementarity and Compatibility (2009, background): “Businesses can be similar in ways that either generate compatibility or do not, and we suspect that an unobserved phenomenon in Wang and Zajac (2007) is that the firms picked partners in the same industry that had the greatest compatibility and complementarity for the pursuit of scale and network…”
Alliance partners and firm performance: resource complementarity and status association (2009, methodology): “We also experimented with the approach of Wang and Zajac (2007) in measuring resource complementarity.”
Critical success factors through the Mergers and Acquisitions process:revealing pre- and post- M&A connections for improved performance (2013, background): “Research by Wang and Zajac (2007) show that factors such as resource similarity and complementarity, combined relational capabilities, and partner-specific knowledge between firms will affect the likelihood of those firms forming an acquisition.”
In the Horns of the Dilemma: Socioemotional Wealth, Financial Wealth, and Acquisitions in Family Firms (2018, methodology): “Following Wang and Zajac (2007), we operationalized relatedness as follows: If the first four digits of the primary SIC codes of the target and acquirer are the same, we code as 1; if only the first three digits are the same, we code as 0.75; if only the first two digits match, we code as 0.5; if…”