Competition within and Between Networks: The Contingent Effect of Competitive Embeddedness on Alliance Formation

By Javier Gimeno. 2004

361 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/d97aba0c91370d8b0df634967ec7122b9495bc55

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Citations in the corpus

Network Structure and Innovation: The Leveraging of a Dual Network as a Distinctive Relational Capability (2007, background): “The growing importance of alliance networks as competitive units (Gimeno, 2004; Nohria and Garcia-Pont, 1991) and the need to develop a deeper appreciation of networks’ dynamics (Brass et al.”
The Performance Implications of Timing of Entry and Involvement in Multipartner Alliances (2007, neutral): “Although some researchers have acknowledged the participation of partners in competing alliances (Gimeno, 2005; Silverman & Baum, 2002; Stuart, 1998), they have focused on networks composed of dyadic alliances.”
Alliance Portfolios and Firm Performance: A Study of Value Creation and Appropriation in the U.S. Software Industry (2007, positive): “This study also extends the countervailing alliance perspective (Gimeno, 2005), which has focused on the tendency of firms to ally with the partners of their rivals, by providing a rationale for the counterpart strategy whereby firms attempt to ally with the rivals of their partners.”
The interplay of need and opportunity in venture capital investment syndication (2010, background): “Indeed, the use of alliances increases when firms face environmental (Dickson and Weaver, 1997) or, more specifically, market (Beckman et al., 2004) or industry (Gimeno, 2004) uncertainty.”
Reconceptualizing competitive dynamics: : A multidimensional framework (2015, background): “Specifically, by building on prior work by Baum and Korn (1996), Chen and Miller (2012), Dyer and Singh (1998), Ferrier (2001), Gimeno (2004), Markman et al. (2009), Tsai et al. (2011), and others, we broaden and make more concrete the theoretical foundations of competitive dynamics.”
Understanding network formation in strategy research: Exponential random graph models (2016, background): “For example, two firms may have an R&D alliance with each other while at the same time both being suppliers to a third firm (Gimeno, 2004; Gulati and Gargiulo, 1999).”
A Comprehensive Review of Multimarket Competition Research (2013, background): “Drawing on a structural embeddedness argument (Granovetter, 1985), Gimeno (2004) argued that competitive relations with third parties influence dyadic alliance formation.”
Cui Bono? The Selective Revealing of Knowledge and Its Implications for Innovative Activity (2013, background): “For example, a strategic alliance by the low-power actor, if perceived threatening, may simply be countered by a strategic alliance (with the same partner, or a rival) by the high-power actor (Gimeno, 2004).”
A Matching Theory of Alliance Formation and Organizational Success: Complementarity and Compatibility (2009, background): “This is because presence in a market requires buildup of resources that have specific value in that market (Gimeno, 2004).”