TWO-SIDED EFFECTS OF EMBEDDEDNESS IN ALLIANCE PORTFOLIOS

Marco Jinhwan Kim (), Gunno Park () and Jina Kang ()
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Marco Jinhwan Kim: Technology Management Economics and Policy Program (TEMEP), Seoul National University, Seoul, South Korea
Gunno Park: Samsung SDS, Seoul, South Korea
Jina Kang: Technology Management Economics and Policy Program (TEMEP) and Department of Industrial Engineering, Seoul National University, Seoul, South Korea

International Journal of Innovation Management (ijim), 2015, vol. 19, issue 04, 1-27

Abstract: Alliance portfolios are an important source of competitive advantage for firms. Diverse resources of partners contribute to enhancing firms' performance, but relationships among the firms' partners also influence the performance. This paper, employing an embeddedness lens, aims to examine how these relationships influence the firms' innovation performance. We confirm two-sided effects of embeddedness within alliance portfolios. While the focal firms increase the size of their portfolios, dense relationships among their partners increase the performance and competitive relationships weaken the performance. For the empirical test, we collected data on 1863 technology alliances between US biotechnology and multinational pharmaceutical companies. This study highlights how firms have to consider relationships among their partners when configuring their alliance portfolios to maximise innovation performance.

Keywords: Alliance portfolio; structural embeddedness; competitive embeddedness; innovation performance (search for similar items in EconPapers)
Date: 2015
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DOI: 10.1142/S1363919615500413

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