The duality of collaboration : Inducements and opportunities in the formation of interfirm linkages

By Gautam Ahuja. 2000

1,656 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/e48b9dca5e9650227432ebb3c6d8a97fba5ec578

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Network Evolution: The Origins of Structural Holes (2009, background): “• A great deal of organizational research has focused on the network antecedents of favorable outcomes for teams (e.g., Reagans, Zuckerman, and McEvily, 2004; Soda, Usai, and Zaheer, 2004) and fi rms (e.g., Ahuja, 2000a; Baum, Calabrese, and Silverman, 2000).”
Venture Capitalists and Cooperative Start-up Commercialization Strategy (2004, background): “formation (Ahuja 2000a), it may be difficult to disentangle the influence of VC action from pre-existing technological development in explaining alliance formation.”
Competitive dynamics and economic learning: an extended resource-based view (2003, background): “14An initial exploration along these lines is provided by Dyer and Singh (1998), while Ahuja (2000) provides an account of strategic networks that likewise emphasizes the issues that induces firms to form linkages with each other.”
Resources as dual sources of advantage: Implications for valuing entrepreneurial‐firm patents (2013, neutral): “and firm-specific accomplishments can be used to shift resource trajectories (Ahuja, 2000; Hallen, 2008).”
The evolution of firm networks: from emergence to early growth of the firm (2001, background): “In addition, the emerging firm's limited scope of available resources and opportunities during emergence further serves to reinforce the path dependence given that network adaptability increases under conditions of high opportunity or resource availability (Ahuja, 2000).”
Structural homophily or social asymmetry? The formation of alliances by poorly embedded firms (2009, background): “…of network structures, prior work has shown that firms that are loosely connected can increase their participation in alliance activity over time (Ahuja, 2000b; Rosenkopf et al., 2001), which can contribute to the transformation of the network structure, sometimes quite suddenly and sometimes…”
Interfirm Alliances in the Small Business: The Role of Social Networks (2002, background): “More and more firms engage in various forms of cooperative activities with other firms, recognizing the cost savings and the increasing flexibility associated with such arrangements (Ahuja 2000; Dyer and Singh 1998; Kale, Singh, and Perlmutter 2000).”
Alliance management teams and entrainment: Sharing temporal mental models (2006, background): “While researchers have used a number of theories to address alliance-based issues such as transaction cost theory (Williamson, 1975), resource dependence theory (Pfeffer & Salancik, 1978), and social network theory (Ahuja, 2000), we feel the issues of time and temporal matters have not been adequate”
When do firms undertake R&D by investing in new ventures? (2003, background): “A handful of scholars have begun to address this issue in the alliance literature by examining the Copyright 2005 John Wiley & Sons, Ltd. Received 16 June 2003 Final revision received 11 April 2005 decision to form an R&D alliance (Gulati, 1995; Stuart, 1998; Ahuja, 2000).”
Network Effects in the Governance of Strategic Alliances (2006, neutral): “[1999] or Ahuja [2000]).”