Resource complementarity in business combinations: Extending the logic to organizational alliances

By J. Harrison, Michael A. Hitt, R. Hoskisson, R. Duane Ireland. 2001

778 citations recorded by the source corpus.

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In Strategy and Management

Citations in the corpus

Special Issue on Corporate Transformation in the People's Republic of China: The Institutional Effects on Strategic Alliance Partner Selection in Transition Economies: China vs. Russia (2004, background): “” Firms must identify and develop alliances with partners that have critical complementary resources (Harrison et al. 2001).”
Cultural differences and capability transfer in cross-border acquisitions: the mediating roles of capability complementarity, absorptive capacity, and social integration (2007, background): “that synergistic benefits are more likely to produce abnormal returns when based on complementarities rather than on similarities (Harrison et al., 2001).”
Resource Orchestration to Create Competitive Advantage (2011, background): “However, research shows that this influence not only is due to possessing resources but instead involves managerial action regarding structuring the firm’s portfolio of resources, bundling those resources into capabilities, and leveraging the capabilities to realize competitive advantage (Helfat et ”
External Technology Sourcing Through Alliances or Acquisitions: An Analysis of the Application-Specific Integrated Circuits Industry (2002, background): “Increasingly, even the largest companies are obliged to use extemal sources of technology through licensing, strategic technology agreements, or mergers and acquisitions (Cohen and Levinthal 1989, 1990; Gomes-Casseres 1996; Harrison et al. 2001; Lambe and Spekman 1997; Mytelka 1991; Porter and Fulle”
The Importance of Social Capital to the Management of Multinational Enterprises: Relational Networks Among Asian and Western Firms (2002, background): “As such, strategic alliances have become a competitive necessity (Harrison et al, 2001).”
Managing knowledge in foreign entry strategies: a resource-based analysis (2009, background): “Access to complementary resources is a major motive for acquisitions ( Harrison et al., 2001 ) as it provides entrants with otherwise hard to obtain organizationally embedded resources.”
Strategic alliance-based sourcing and market performance: evidence from foreign firms operating in China (2005, background): “First, although the importance of resource complementarity has been generally stressed in the strategic alliance literature (Harrison et al., 1991, 2001; Ireland and Hitt, 1999), the benefits of resource complementarity in sourcing in particular have received scant attention empirically.”
Complementary Resources and the Exploitation of Technological Innovations (2003, background): “While some progress has been reported in this area (e.g., Eisenhardt & Schoonhoven, 1996; Hitt et al., 2001; Harrison et al., 2001), many fundamental uncertainties remain regarding why alliances assume certain forms, how and what parties collab-orations, non-resource-based explanations of…”