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Competitor Identification and Value Creation of Strategic Alliance: A Cognitive Approach

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한국전략경영학회 (Korean Strategic Management Society)|2021.08|전략경영연구 (Journal of Strategic Management)|제24권 제2호|pp. 23-45|DOI 10.17786/jsm.2021.24.2.002

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참고문헌

키워드

전략적 제휴Strategic AllianceCumulative Abnormal Returns누적비정상수익률Competitor IdentificationPartner Status경쟁기업선정제휴파트너 지위
주제분류경영학

초록

Based on the notion that rivals are not always harmful, this study investigates whether a firm’s subjective competitor identification influences alliance performance, and what the boundary condition is. Relying on the organizational learning and interfirm competition literatures, we predict that a focal firm’s alliance leads to higher performance as the number of competitors that the focal firm subjectively identifies increases, given that firms could acquire information and knowledge to manage their alliances effectively by observing diverse rivals. Moreover, we hypothesize that the positive relationship between the number of a focal firm’s competitors identified and the focal firm’s alliance performance weakens with partner status since the high visibility of a high status partner may reduce the importance of learning from competitors in effectively managing alliances. Empirical findings via analyzing data from US software firms between 1995 and 2005 support the predictions. This study advances the literature on alliance by examining the relationship between competitor identification and alliance performance. Furthermore, this study provides a novel angle for integrating cognitive approach to interfirm competition and strategic alliances.

Abstract

Based on the notion that rivals are not always harmful, this study investigates whether a firm’s subjective competitor identification influences alliance performance, and what the boundary condition is. Relying on the organizational learning and interfirm competition literatures, we predict that a focal firm’s alliance leads to higher performance as the number of competitors that the focal firm subjectively identifies increases, given that firms could acquire information and knowledge to manage their alliances effectively by observing diverse rivals. Moreover, we hypothesize that the positive relationship between the number of a focal firm’s competitors identified and the focal firm’s alliance performance weakens with partner status since the high visibility of a high status partner may reduce the importance of learning from competitors in effectively managing alliances. Empirical findings via analyzing data from US software firms between 1995 and 2005 support the predictions. This study advances the literature on alliance by examining the relationship between competitor identification and alliance performance. Furthermore, this study provides a novel angle for integrating cognitive approach to interfirm competition and strategic alliances.

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