Exploration versus exploitation in alliance portfolio: Performance implications of organizational, strategic, and environmental fit
Haibin Yang and
Lin, Zhiang (John)
Research Policy, 2011, vol. 40, issue 2, pages 287-296
How does the nature of firms' alliance portfolio in terms of exploration versus exploitation affect performance? Building on prior research grounded in the resource-based view and the relational perspective, we expand firms' boundary to include their inter-firm relationships and their immediate environment, and develop an extended resource-based framework centering on the concept of fit. Specifically, we propose that whether the exploration versus exploitation orientation of an alliance portfolio may benefit firm performance depends on how such an orientation fits the firm's internal organizational characteristics, strategic orientations, and the industry environment. Data from five U.S. industries over eight years largely support our thesis. Overall, our study calls for a holistic approach to consider the importance of organizational, strategic, and environmental fit in understanding the performance implications of alliance-formation choices.
Keywords: Alliance; portfolio; Exploration; and; exploitation; Performance; consequences (search for similar items in EconPapers)
References: View references in EconPapers View complete reference list from CitEc
Citations View citations in EconPapers (13) Track citations by RSS feed
Downloads: (external link)
Full text for ScienceDirect subscribers only
This item may be available elsewhere in EconPapers: Search for items with the same title.
Export reference: BibTeX
RIS (EndNote, ProCite, RefMan)
Persistent link: http://EconPapers.repec.org/RePEc:eee:respol:v:40:y:2011:i:2:p:287-296
Access Statistics for this article
Research Policy is currently edited by M. Bell, B. Martin, W.E. Steinmueller, A. Arora, M. Callon, M. Kenney, S. Kuhlmann, Keun Lee and F. Murray
More articles in Research Policy from Elsevier
Series data maintained by Dana Niculescu ().