Alliance Management as a Source of Competitive Advantage

By R. Duane Ireland, Michael A. Hitt, Deepa V.. 2002

1,493 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f91a43b0581716be7cbf11a9ae81305d3d341523

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In Management of Technology and Innovation

In Strategy and Management

Citations in the corpus

Best-fit Alliance Partners: The Use of Critical Success Factors in a Comprehensive Partner Selection Process (2012, background): “For example, Ireland et al. (2002) noted the importance of performance-risk and relational-risk assessments in partner selection.”
Alliance Capabilities (2015, background): “The crucial role of alliance capabilities was identified more than a decade ago by Ireland et al. (2002), who argued that alliance management is a source of competitive advantage and encompasses a variety of functions, such as the ability to select the right partners and the ability to build social…”
Alliance management teams and entrainment: Sharing temporal mental models (2006, background): “strategic alliances teams Strategic alliances represent one way in which organizations respond to environmental uncertainty caused by increased globalization and technological advances (Arino & de la Torre, 1998; Ireland et al., 2002).”
Toward a Model of Strategic Outsourcing (2007, neutral): “Alliances also allow partners to share risks and resources (Ireland et al., 2002), to gain access to new knowledge (Dyer and Singh, 1998), and to obtain access to new product markets (Hitt et al.”
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): “For example, how do firms identify prospective alliance partners that have the needed resources and capabilities? Future research should address how strategic alliances can be managed successfully to ensure that both partners’ needs are satisfied through the alliance (Ireland et al. 2002).”
Entrepreneurship, innovation and regional growth: a network theory (2015, background): “…evident through the formation of strategic alliances based on formalised collaboration and joint ventures, and other ‘contracted’ relationships involving equity and R&D agreements (Goerzen 2005; Goerzen and Beamish 2005; Grant 1996; Grant and Baden-Fuller 2004; Ireland et al. 2002; Stuart 2000).”
Alliance management capability and firm performance: : Using resource-based theory to look inside the process black box (2015, background): “In light of that, it is not surprising that many management and strategy scholars (e.g., Cummings and Holmberg, 2012; Ireland et al., 2002; Kale and Singh, 2009; Schreiner et al., 2009) have increasingly underscored the importance of organizational capabilities for finding, developing, and managing…”
Towards a Dialectic Perspective on Formalization in Interorganizational Relationships: How Alliance Managers Capitalize on the Duality Inherent in Contracts, Rules and Procedures (2007, background): “Formalization has also been argued to stifle mutual accommodations (Ireland et al. 2002), and to limit opportunities for adaptation (Nooteboom 1999).”
A Network-based view of regional growth (2014, background): “This means that the advantage organisations are potentially able to gain is dependent upon the knowledge profile of their network (Stuart 2000; Ireland et al. 2002; Grant and Baden-Fuller 2004).”
Does the development of environmental innovation require different resources? Evidence from Spanish manufacturing firms (2015, background): “Thus, firms seek access to the necessary resources through inter-organizational relationships, alliances and networks (Das and Teng, 2000; Ireland et al., 2002; Lavie, 2006).”