Skip to main content Accessibility help
×
Hostname: page-component-8448b6f56d-gtxcr Total loading time: 0 Render date: 2024-04-24T15:29:40.916Z Has data issue: false hasContentIssue false

10 - A Multilevel Framework of Alliance Management

The Paradox of Coopetition

from Part III - Microfoundational Processes and Coordination between Partners

Published online by Cambridge University Press:  01 March 2019

Farok J. Contractor
Affiliation:
Rutgers University, New Jersey
Jeffrey J. Reuer
Affiliation:
University of Colorado Boulder
Get access

Summary

Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Chapter
Information
Frontiers of Strategic Alliance Research
Negotiating, Structuring and Governing Partnerships
, pp. 169 - 184
Publisher: Cambridge University Press
Print publication year: 2019

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Albert, S. & Whetten, D. A. (1985). Organizational identity. In Cummings, L. L. and Staw, B. M., eds., Research in Organizational Behavior, vol. 7. Greenwich, CT: JAI Press, pp. 263295.Google Scholar
Andriopoulos, C. & Lewis, M. W. (2009). Exploitation-exploration tensions and organizational ambidexterity: Managing paradoxes of innovation. Organization Science, 20(4), 696717.CrossRefGoogle Scholar
Ashforth, B. E., Rogers, K. M., Pratt, M. G. & Pradies, C. (2014). Ambivalence in Organizations: A multilevel approach. Organization Science, 25(5), 14531478.Google Scholar
Bengtsson, M. & Kock, S. (2010). “Coopetition” in business networks – to cooperate and compete simultaneously. Industrial Marketing Management, 29(5), 411426.Google Scholar
Bengtsson, M., Raza-Ullah, T. & Vanyushyn, V. (2016). The coopetition paradox and tension: The moderating role of coopetition capability. Industrial Marketing Management, 53, 1930.CrossRefGoogle Scholar
Berends, H., Van Burg, E. & Van Raaij, E. M. (2011). Contacts and contracts: Cross-level network dynamics in the development of an aircraft material. Organization Science, 22(4), 940960.Google Scholar
Birkinshaw, J. & Gibson, C. (2004). Building ambidexterity into an organization. MIT Sloan Management Review, 45(4), 4755.Google Scholar
Coleman, J. S. (1990). Foundations of Social Theory. Cambridge, MA: Belknap.Google Scholar
Crossan, M. M., Lane, H. W. & White, R. E. (1999). An organizational learning framework: From intuition to institution. Academy of Management Review, 24(3), 522537.Google Scholar
Cui, A. S. & Kumar, S. (2013). Advancing multilevel alliance research: Rejoinder to commentary on Cui and Kumar (2012) and future directions. Journal of Business Research, 66(5), 662664.Google Scholar
Das, T. K. & Teng, B. (2000). Instabilities of strategic alliances: An internal tensions perspective. Organization Science, 11(1), 77101.Google Scholar
Driskell, J. E. & Salas, E. (1996). Stress and Human Performance. Hillsdale, NJ: Erlbaum.Google Scholar
Eisenhardt, K. M., Furr, N. R. & Bingham, C. B. (2010). Crossroads – microfoundations of performance: Balancing efficiency and flexibility in dynamic environments. Organization Science, 21(6), 12631273.CrossRefGoogle Scholar
Enberg, C. (2012). Enabling knowledge integration in coopetitive R&D projects: The management of conflicting logics. International Journal of Project Management, 30(7), 771780.CrossRefGoogle Scholar
Felin, T. & Foss, N. J. (2005). Strategic organization: A field in search of micro-foundations. Strategic Organization, 3(4), 441455.CrossRefGoogle Scholar
Fernandez, A. & Chiambaretto, P. (2016). Managing tensions related to information in coopetition. Industrial Marketing Management, 53, 6676.Google Scholar
Fernandez, A., Le Roy, F. & Gnyawali, D. R. (2014). Sources and management of tension in co-opetition case evidence from telecommunications satellites manufacturing in Europe. Industrial Marketing Management, 43(2), 222235.Google Scholar
Fleming, L. & Sorenson, O. (2001). Technology as a complex adaptive system: Evidence from patent data. Research Policy, 30(7), 10191039.Google Scholar
Fong, C. T. (2006). The effects of emotional ambivalence on creativity. Academy of Management Journal, 49(5), 10161030.CrossRefGoogle Scholar
Fulmer, C. A. & Gelfand, M. J. (2012). At what level (and in whom) we trust: Trust across multiple organizational levels. Journal of Management, 38(4), 11671230.CrossRefGoogle Scholar
Gilbert, C. G. (2006). Change in the presence of residual fit: Can competing frames coexist? Organization Science, 17(1), 150167.CrossRefGoogle Scholar
Gnyawali, D. R. & Park, B. (2011). Co-opetition between giants: Collaboration with competitors for technological innovation. Research Policy, 40(5), 650663.Google Scholar
Grigoriou, K. & Rothaermel, F. T. (2014). Structural microfoundations of innovation: The role of relational stars. Journal of Management, 40(2), 586615.Google Scholar
Hackman, J. R. (2003). Learning more by crossing levels: Evidence from airplanes, hospitals, and orchestras. Journal of Organizational Behavior, 24(8), 905922.Google Scholar
Hitt, M. A., Beamish, P. W., Jackson, S. E. & Mathieu, J. E. (2007). Building theoretical and empirical bridges across levels: Multi-level research in management. Academy of Management Journal, 50(6), 13851399.CrossRefGoogle Scholar
Huang, Y., Luo, Y., Liu, Y. & Yang, Q. (2013). An investigation of interpersonal ties in interorganizational exchanges in emerging markets: A boundary-spanning perspective. Journal of Management, 42(6), 15571587.Google Scholar
Inkpen, A. C. & Dinur, A. (1998). Knowledge management processes and international joint ventures. Organization Science, 9(4), 454468.Google Scholar
Jansen, J. J., Tempelaar, M. P., Van den Bosch, F. A. J. & Volberda, H. W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization Science, 20(4), 797811.Google Scholar
Kale, P., Dyer, J. H. & Singh, H. (2002). Alliance capability, stock market response, and long-term alliance success: The role of the alliance function. Strategic Management Journal, 23(8), 747767.Google Scholar
Keinan, G. (1987). Decision making under stress: Scanning of alternatives under controllable and uncontrollable threats. Journal of Personality and Social Psychology, 52(3), 639644.Google Scholar
Khanna, T., Gulati, R. & Nohria, N. (1998). The dynamics of learning alliances: Competition, cooperation, and relative scope. Strategic Management Journal, 19(3), 193210.Google Scholar
Kleinbaum, A. M. & Stuart, T. E. (2014). Inside the black box of the corporate staff: Social networks and the implementation of corporate strategy. Strategic Management Journal, 35(1), 2447.Google Scholar
Kostova, T. & Roth, K. (2003). Social capital in multinational corporations and a micro-macro model of its formation. Academy of Management Review, 28(2), 297317.Google Scholar
Kozlowski, S. W. & Klein, K. J. (2000). A multi-level approach to theory and research in organizations: Contextual, temporal, and emergent processes. In Klein, K. J. and Kozlowski, S. W., eds., Multi-Level Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions. San Francisco, CA: Jossey-Bass, pp. 390.Google Scholar
Li, J., Xin, K. & Pillutla, M. (2002). Multi-cultural leadership teams and organizational identification in international joint ventures. International Journal of Human Resource Management, 13(2), 320337.Google Scholar
Love, L. G., Priem, R. L. & Lumpkin, G. T. (2002). Explicitly articulated strategy and firm performance under alternative levels of centralization. Journal of Management, 28(5), 611627.Google Scholar
Marshall, G. W., Moncrief, W. C., Lassk, F. G. & Shepherd, C. D. (2012). Linking performance outcomes to salesperson organizational citizenship behavior in an industrial sales setting. Journal of Personal Selling & Sales Management, 32(4), 491501.Google Scholar
Mesquita, L. F., Anand, J. & Brush, T. H. (2008). Comparing the resource-based and relational views: Knowledge transfer and spillover in vertical alliances. Strategic Management Journal, 29(9), 913941.Google Scholar
Moliterno, T. P. & Mahony, D. M. (2011). Network theory of organization: A multi-level approach. Journal of Management, 37(2), 443467.Google Scholar
Mollick, E. (2012). People and process, suits and innovators: The role of individuals in firm performance. Strategic Management Journal, 33(9), 10011015.Google Scholar
Oh, H., Labianca, G. & Chung, M. (2006). A multi-level model of group social capital. Academy of Management Review, 31(3), 569582.Google Scholar
O’Reilly, C. A. & Chatman, J. (1986). Organizational commitment and psychological attachment: The effects of compliance, identification, and internalization on prosocial behavior. Journal of Applied Psychology, 71(3), 492499.Google Scholar
Orlikowski, W. J. (2002). Knowing in practice: Enacting a collective capability in distributed organizing. Organization Science, 13(3), 249273.Google Scholar
Park, S. H. & Ungson, G. R. (2001). Interfirm rivalry and managerial complexity: A conceptual framework of alliance failure. Organization Science, 12(1), 3753.Google Scholar
Paruchuri, S. (2010). Intraorganizational networks, interorganizational networks, and the impact of central inventors: A longitudinal study of pharmaceutical firms. Organization Science, 21(1), 6380.CrossRefGoogle Scholar
Payne, G. T., Moore, C. B., Griffis, S. E. & Autry, C. W. (2011). Multi-level challenges and opportunities in social capital research. Journal of Management, 37(2), 491520.Google Scholar
Perrewé, P. L., Zellars, K. L., Ferris, G. R., Rossi, A. M., Kacmar, C. J. & Ralston, D. A. (2004). Neutralizing job stressors: Political skill as an antidote to the dysfunctional consequences of role conflict. Academy of Management Journal, 47(1), 141152.Google Scholar
Phelps, C., Heidl, R. & Wadhwa, A. (2012). Knowledge, networks, and knowledge networks: A review and research agenda. Journal of Management, 38(4), 11151166.Google Scholar
Priem, R. L., Walters, B. A. & Li, S. (2011). Decisions, decisions! How judgment policy studies can integrate macro and micro domains in management research. Journal of Management, 37(2), 553580.Google Scholar
Raza-Ullah, T., Bengtsson, M. & Kock, S. (2014). The coopetition paradox and tension in coopetition at multiple levels. Industrial Marketing Management, 43(2), 189198.Google Scholar
Rockmann, K. W., Pratt, M. G. & Northcraft, G. B. (2007). Divided loyalties: Determinants of identification in interorganizational teams. Small Group Research, 38(6), 727751.Google Scholar
Rogan, M. (2014). Executive departures without client losses: The role of multiplex ties in exchange partner retention. Academy of Management Journal, 57(2), 563584.Google Scholar
Rothman, N. B. & Wiesenfeld, B. M. (2007). The social consequences of expressing emotional ambivalence in groups and teams. In Mannix, E. A., Neale, M. A. and Anderson, C. P., eds., Research on Managing Groups and Teams, Vol. 10. Bingley: Emerald Group Publishing, pp. 275308.Google Scholar
Salk, J. E. & Shenkar, O. (2001). Social identities in an international joint venture: An exploratory case study. Organization Science, 12(2), 161178.Google Scholar
Salvato, C. & Rerup, C. (2011). Beyond collective entities: Multi-level research on organizational routines and capabilities. Journal of Management, 37(2), 468490.Google Scholar
Sarkar, M., Aulakh, P. S. & Madhok, A. (2009). Process capabilities and value generation in alliance portfolios. Organization Science, 20(3), 583600.Google Scholar
Seran, T., Pellegrin-Boucher, E. & Gurau, C. (2016). The management of coopetitive tensions within multi-unit organizations. Industrial Marketing Management, 53, 3141.Google Scholar
Simonin, B. L. (1999). Ambiguity and the process of knowledge transfer in strategic alliances. Strategic Management Journal, 20(7), 595623.Google Scholar
Smith, W. K. & Lewis, M. W. (2011). Toward a theory of paradox: A dynamic equilibrium model of organizing. Academy of Management Review, 36(2), 381403.Google Scholar
Smith, W. K. & Tushman, M. L. (2005). Managing strategic contradictions: A top management model for managing innovation streams. Organization Science, 16(5), 522536.Google Scholar
Spekman, R. E., Forbes, T. M. III, Isabella, L. A. & MacAvoy, T. C. (1998). Alliance management: A view from the past and a look to the future. Journal of Management Studies, 35(6), 747772.Google Scholar
Tyler, B. B. & Steensma, H. K. (1995). Evaluating technological collaborative opportunities: A cognitive modeling perspective. Strategic Management Journal, 16(S1), 4370.Google Scholar
van Burg, E., Berends, H. & van Raaij, E. M. (2014). Framing and interorganizational knowledge transfer: A process study of collaborative innovation in the aircraft industry. Journal of Management Studies, 51(3), 349378.Google Scholar
Wang, Y. & Rajagopalan, N. (2015). Alliance capabilities review and research agenda. Journal of Management, 41(1), 236260.Google Scholar
Weber, Y. & Drori, I. (2011). Integrating organizational and human behavior perspectives on mergers and acquisitions. International Studies of Management & Organization, 41(3), 7695.Google Scholar
Zhao, Z. J. & Anand, J. (2009). A multi-level perspective on knowledge transfer: Evidence from the Chinese automotive industry. Strategic Management Journal, 30(9), 959983.Google Scholar
Zhao, Z. J. & Chadwick, C. (2014). What we will do versus what we can do: The relative effects of unit-level NPD motivation and capability. Strategic Management Journal, 35(12), 18671880.Google Scholar
Zimmermann, A., Raisch, S. & Birkinshaw, J. (2015). How is ambidexterity initiated? The emergent charter definition process. Organization Science, 26(4), 11191139.Google Scholar

Save book to Kindle

To save this book to your Kindle, first ensure coreplatform@cambridge.org is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×