Interorganizational Routines and Performance in Strategic Alliances

By Maurizio Zollo, Jeffrey J. Reuer, Harbir Singh. Organ. Sci., 2002

1,211 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/d337809cc60e55315a6d58944fcb8379521a1d32

How researchers see this paper

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

In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

Practice Makes Perfect: Entrepreneurial-Experience Curves and Venture Performance (2014, background): “When current and past experiences are similar, process knowledge improves through specialization (Zollo et al., 2002).”
Dancing with Strangers: Aspiration Performance and the Search for Underwriting Syndicate Partners (2005, positive): “Repeated ties also aid the development of a common language and routines that facilitate the joint planning, rich information exchange, and conflict resolution required for successful partnerships (Mohr and Spekman, 1996; Simonin, 1997; Inkpen and Dinur, 1998; Zollo, Reuer, and Singh, 2002).”
Strategic alliance contracts: dimensions and determinants of contractual complexity (2007, background): “…work examining whether relational governance substitutes for or complements formal governance mechanisms (e.g., Poppo and Zenger, 2002; Mayer and Argyres, 2004) and work considering whether prior ties generate trust and/or interorganizational routines for partners (Zollo, Reuer, and Singh, 2002).”
Signals across multiple networks: : how venture capital and alliance networks affect interorganizational collaboration. (2013, background): “Prior ties can facilitate future alliances by mitigating moral hazard and enhancing trust as well as cultivating interorganizational routines that enhance efficiency (Gulati, 1995a, 1998; Zollo et al., 2002).”
Does familiarity foster innovation? The impact of alliance partner repeatedness on breakthrough innovations (2015, positive): “For example, Zollo et al. (2002) found that scientists from repeated partnering firms could accurately identify skills and expertise that the other possessed, allowing them to quickly respond to emerging opportunities by organizing new research teams or initiating new research projects.”
Learning to internationalise: the pace and success of foreign acquisitions (2007, background): “A large body of evidence shows that firms selectively use alliances over acquisitions in well-defined contexts (Kogut and Singh, 1988; Balakrishnan and Koza, 1993; Hennart and Reddy, 1997), which suggests that knowledge obtained from managing alliances is not necessarily beneficial when making acqui”
From Questions to Answers: Reviewing Organizational Learning Research (2004, background): “Strategic alliances, collaborations and joint ventures have been found to be the primary vehicles for inter-organizational learning (Liebeskind et al., 1996; Powell et al., 1996; Zollo et al., 2002).”
Complementarity and Evolution of Contractual Provisions: An Empirical Study of IT Services Contracts (2007, background): “As the partners learn to work together, they often develop relationship-specific routines to guide their interactions (Zollo et al. 2002).”
Alliance Capabilities (2015, background): “Technology-specific experience, measured as the number of prior agreements with any partner on similar subjects (Reuer, Zollo, & Singh, 2002) or the number of prior agreements with any partner in similar technological areas (Zollo et al., 2002), increases a firm’s ability to manage alliances in simi”