联盟
杠杆(统计)
文件夹
产业组织
业务
互补性(分子生物学)
价值(数学)
市场支配力
拨款
竞赛(生物学)
价值创造
合作请愿
微观经济学
经济
营销
博弈论
财务
哲学
法学
机器学习
生物
遗传学
语言学
计算机科学
生态学
政治学
垄断
摘要
Abstract This study reveals the multifaceted contribution of alliance portfolios to firms' market performance. Extending prior research that has stressed the value‐creation effect of network resources, it uncovers how prominent partners may undermine a firm's capacity to appropriate value from its alliance portfolio. Analysis of a comprehensive panel dataset of 367 software firms and their 20,779 alliances suggests that the contribution of network resources to value creation varies with the complementarity of those resources. Furthermore, the relative bargaining power of partners in the alliance portfolio constrains the firm's appropriation capacity, especially when many of these partners compete in the focal firm's industry. In turn, the firm's market performance improves with the intensity of competition among partners in its alliance portfolio. These findings advance network research by highlighting the trade‐offs that alliance portfolios impose on firms that seek to manage and leverage their alliances. Copyright © 2007 John Wiley & Sons, Ltd.
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