Post-formation dynamics in strategic alliances

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

526 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/ef6b71899778eb219122149a1f7b0f33e17748be

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In Strategy and Management

Citations in the corpus

Strategic alliance contracts: dimensions and determinants of contractual complexity (2007, background): “…characteristics explain alliance outcomes or what triggers changes to alliance contracts (Parkhe, 1993; Deeds and Hill, 1998; Reuer and Ariño, 2002; Reuer, Zollo, and Singh, 2002), and only recently have researchers focused on the determinants of alliance contractual design (Luo, 2002; Ryall and…”
Vertical alliance networks: The case of university–biotechnology–pharmaceutical alliance chains (2007, background): “Studies of lliances in the biopharmaceuticals industry have genrally pursued one of three broad research objectives. irst, the industry has hosted a number of studies that est theories of alliance formation (e.g., Barley et al., 992; Powell et al., 1996; Walker et al., 1997).”
Post-formation processes in Eastern and Western European joint ventures. (2006, unknown): “Following the recommendations of Yan and Zeng (1999) and Doz (1996), we used a comparative case study technique to examine the processes firms establish to deal with cultural differences, trust, ownership, and control relationships in IJVs.”
The Performance Implications of Timing of Entry and Involvement in Multipartner Alliances (2007, unknown): “Nevertheless, our study shifts attention from the role of alliance governance mechanisms (Reuer et al., 2002) to individual partners’ timing-of-entry and organizational involvement decisions.”
Alliance Capabilities (2015, background): “…capabilities in the context of buyersupplier relationships (e.g., Weber et al., 2011; Weber & Mayer, 2011), as well as from scholars who have been able to conceptualize and empirically isolate capabilities in adjusting alliance governance at the postformation stage (e.g., Reuer et al., 2002).”
The Scope and Governance of International R&D Alliances (2004, unknown): “When the vertical scope of an R&D alliance is increased to encompass other activities (in particular, manufacturing and/or marketing) the extent of knowledge sharing and coordination inevitably rises (Reuer et al., 2002).”
The relationship between organizational learning and firms’ financial performance in strategic alliances: A contingency approach (2008, background): “Moreover, an alliance with more joint activities may increase the partners’ perspectives, cognitive resources, and overall problem solving capacity, thus enhancing their ability to acquire diverse but complementary knowledge (Oxley & Sampson, 2004; Reuer et al., 2002).”
Discontinuities, competition, and cooperation: Coopetitive dynamics between incumbents and entrants (2018, background): “Taken together, the integrative framework is useful not only for research on competition and cooperation (Doz, 1996; Dyer & Singh, 1998; Reuer et al., 2002; Speckbacher, Neumann, & Hoffmann, 2015), but also for studying resource reconfigurations and dynamic capabilities (Lavie, 2006a; Teece et al.”