Book contents
- Frontiers of Strategic Alliance Research
- Frontiers of Strategic Alliance Research
- Copyright page
- Dedication
- Contents
- Figures
- Tables
- Contributors
- Preface
- Part I Theory and Future Directions in Alliance Research
- 1 Frontiers of Alliance Research
- 2 Understanding Contracting Behavior
- 3 Rationality in Theoretical Modeling of Collaborative Ventures
- 4 The Transaction Cost Theory of Equity Joint Ventures
- 5 Using Alliances to Test Core Theories of Strategic and International Management
- Part II Alliances in the Context of Rapid Technological Change and Disruptions
- Part III Microfoundational Processes and Coordination between Partners
- Part IV Alliance Management Capability
- Part V Alliance Scope
- Part VI Alliance Portfolios and Multilateral Alliances
- Part VII Multimarket Competition and Multinational Alliances
- Part VIII Innovation Networks and Alliances
- Part IX Fostering Trust and the Impact of Culture
- Part X The Evolution, Survival or Termination of Alliances
- Part XI Public–Private Partnerships
- Index
- References
2 - Understanding Contracting Behavior
The Role of Power
from Part I - Theory and Future Directions in Alliance Research
Published online by Cambridge University Press: 01 March 2019
Book contents
- Frontiers of Strategic Alliance Research
- Frontiers of Strategic Alliance Research
- Copyright page
- Dedication
- Contents
- Figures
- Tables
- Contributors
- Preface
- Part I Theory and Future Directions in Alliance Research
- 1 Frontiers of Alliance Research
- 2 Understanding Contracting Behavior
- 3 Rationality in Theoretical Modeling of Collaborative Ventures
- 4 The Transaction Cost Theory of Equity Joint Ventures
- 5 Using Alliances to Test Core Theories of Strategic and International Management
- Part II Alliances in the Context of Rapid Technological Change and Disruptions
- Part III Microfoundational Processes and Coordination between Partners
- Part IV Alliance Management Capability
- Part V Alliance Scope
- Part VI Alliance Portfolios and Multilateral Alliances
- Part VII Multimarket Competition and Multinational Alliances
- Part VIII Innovation Networks and Alliances
- Part IX Fostering Trust and the Impact of Culture
- Part X The Evolution, Survival or Termination of Alliances
- Part XI Public–Private Partnerships
- Index
- References
Summary
A summary is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.
- Type
- Chapter
- Information
- Frontiers of Strategic Alliance ResearchNegotiating, Structuring and Governing Partnerships, pp. 40 - 54Publisher: Cambridge University PressPrint publication year: 2019
References
Adegbesan, J. A., & Higgins, M. J. (2011). The intra‐alliance division of value created through collaboration. Strategic Management Journal, 32(2), 187–211.Google Scholar
Aghion, P., & Tirole, J. (1994). The management of innovation. The Quarterly Journal of Economics, 109(4), 1185–209.Google Scholar
Argyres, N., & Bercovitz, J. (2015). Franchisee associations as sources of bargaining power? Some evidence. Journal of Economics & Management Strategy, 24(4), 811–32.Google Scholar
Argyres, N. S., Bercovitz, J., & Mayer, K. J. (2007). Complementarity and evolution of contractual provisions: An empirical study of IT services contracts. Organization Science, 18(1), 3–19.Google Scholar
Biggart, N. W., & Hamilton, G. G. (1984). The power of obedience. Administrative Science Quarterly, 29(4), 540–9.Google Scholar
Blau, P. M. (1964). Exchange and Power in Social Life, London: Transaction Publishers.Google Scholar
Chae, S., Choi, T. Y., & Hur, D. (2017). Buyer power and supplier relationship commitment: A cognitive evaluation theory perspective. Journal of Supply Chain Management, 53(2), 39–60.Google Scholar
D’Aveni, R. A., & Kesner, I. F. (1993). Top managerial prestige, power and tender offer response: A study of elite social networks and target firm cooperation during takeovers. Organization Science, 4(2), 123–51.Google Scholar
Emerson, R. M. (1962). Power-dependence relations. American Sociological Review, 27(1), 31–41.Google Scholar
Fehr, E., Herz, H., & Wilkening, T. (2013). The lure of authority: Motivation and incentive effects of power. The American Economic Review, 103(4), 1325–59.Google Scholar
Foss, K., & Foss, N. J. (2005). Resources and transaction costs: How property rights economics furthers the resource-based view. Strategic Management Journal, 26(6), 541–53.Google Scholar
Frazier, G. L., & Summers, J. O. (1984). Interfirm influence strategies and their application within distribution channels. The Journal of Marketing, 48(3), 43–55.Google Scholar
Frazier, G. L., & Summers, J. O. (1986). Perceptions of interfirm power and its use within a franchise channel of distribution. Journal of Marketing Research, 23(2), 169–76.Google Scholar
French, J. R. P. Jr., & Raven, B. (1959). The bases of social power. In Cartwright, D., ed., Studies in Social Power. Oxford: University of Michigan Press, pp. 150–67.Google Scholar
Gaski, J. F. (1986). Interrelations among a channel entity’s power sources: Impact of the exercise of reward and coercion on expert, referent, and legitimate power sources. Journal of Marketing Research, 23(1), 62–77.Google Scholar
Gillespie, N., & Dietz, G. (2009). Trust repair after an organization-level failure. Academy of Management Review, 34(1), 127–45.Google Scholar
Harmon, D. J., Kim, P. H., & Mayer, K. J. (2014). Breaking the letter vs. spirit of the law: How the interpretation of contract violations affects trust and the management of relationships. Strategic Management Journal, 36(4), 497–517.Google Scholar
Hillman, A. J., & Wan, W. P. (2005). The determinants of MNE subsidiaries’ political strategies: Evidence of institutional duality. Journal of International Business Studies, 36(3), 322–40.Google Scholar
Jensen, M., & Zajac, E. J. (2004). Corporate elites and corporate strategy: How demographic preferences and structural position shape the scope of the firm. Strategic Management Journal, 25(6), 507–24.Google Scholar
John, G. (1984). An empirical investigation of some antecedents of opportunism in a marketing channel. Journal of Marketing Research, 21(3), 278–89.Google Scholar
Kim, H., Hoskisson, R. E., & Wan, W. P. (2004). Power dependence, diversification strategy, and performance in keiretsu member firms. Strategic Management Journal, 25(7), 613–36.Google Scholar
Kim, P. H., Pinkley, R. L., & Fragale, A. R. (2005). Power dynamics in negotiation. Academy of Management Review, 30(4), 799–822.Google Scholar
Kogut, B. (1988). Joint ventures: Theoretical and empirical perspectives. Strategic Management Journal, 9(4), 319–32.Google Scholar
Kostova, T., & Zaheer, S. (1999). Organizational legitimacy under conditions of complexity: The case of the multinational enterprise. Academy of Management Review, 24(1), 64–81.Google Scholar
Lerner, J., & Merges, R. P. (1998). The control of technology alliances: An empirical analysis of the biotechnology industry. The Journal of Industrial Economics, 46(2), 125–56.Google Scholar
Lerner, J., Shane, H., & Tsai, A. (2003). Do equity financing cycles matter? Evidence from biotechnology alliances. Journal of Financial Economics, 67(3), 411–46.Google Scholar
Macher, J. T., & Richman, B. D. (2008). Transaction cost economics: An assessment of empirical research in the social sciences. Business and Politics, 10(1), 1–63.CrossRefGoogle Scholar
Magee, J. C., Galinsky, A. D., & Gruenfeld, D. H. (2007). Power, propensity to negotiate, and moving first in competitive interactions. Personality and Social Psychology Bulletin, 33(2), 200–12.Google Scholar
Malhotra, D., & Gino, F. (2012). The pursuit of power corrupts: How investing in outside options motivates opportunism in relationships. Administrative Science Quarterly, 56(4), 559–92.Google Scholar
Mannix, E. A., & Neale, M. A. (1993). Power imbalance and the pattern of exchange in dyadic negotiation. Group Decision and Negotiation, 2(2), 119–33.CrossRefGoogle Scholar
McAlister, L., Bazerman, M. H., & Fader, P. (1986). Power and goal setting in channel negotiations. Journal of Marketing Research, 23(3), 228–36.CrossRefGoogle Scholar
Merton, R. K. (1973). The Sociology of Science: Theoretical and Empirical Investigations, London: University of Chicago Press.Google Scholar
Michael, S. C. (2000). Investments to create bargaining power: The case of franchising. Strategic Management Journal, 21(4), 497–514.Google Scholar
Milliou, C., & Petrakis, E. (2007). Upstream horizontal mergers, vertical contracts, and bargaining. International Journal of Industrial Organization, 25(5), 963–87.Google Scholar
Mowery, D. C., Oxley, J. E. & Silverman, B. S. (1996). Strategic alliances and interfirm knowledge transfer. Strategic Management Journal, 17(S2), 77–91.Google Scholar
Olekalns, M., & Smith, P. L. (2013). Dyadic power profiles: Power-contingent strategies for value creation in negotiation. Human Communication Research, 39(1), 3–20.Google Scholar
Overbeck, J. R., Neale, M. A., & Govan, C. L. (2010). I feel, therefore you act: Intrapersonal and interpersonal effects of emotion on negotiation as a function of social power. Organizational Behavior and Human Decision Processes, 112(2), 126–39.Google Scholar
Ozmel, U., Yavuz, D., Reuer, J. J., & Zenger, T. (2017). Network prominence, bargaining power, and the allocation of value capturing rights in high-tech alliance contracts. Organization Science, 28(5), 781–964.Google Scholar
Pinkley, R. L., Neale, M. A., & Bennett, R. J. (1994). The impact of alternatives to settlement in dyadic negotiation. Organizational Behavior and Human Decision Processes, 57(1), 97–116.Google Scholar
Raven, B. H. (1992). A power/interaction model of interpersonal influence: French and Raven thirty years later. Journal of Social Behavior & Personality, 7(2), 217–44.Google Scholar
Raven, B. H., & Kruglanski, A. W. (1970). Conflict and power. In Swingle, P., ed., The Structure of Conflict. New York: Academic Press, Inc., pp. 69–109.Google Scholar
Rhee, M., & Haunschild, P. R. (2006). The liability of good reputation: A study of product recalls in the U.S. automobile industry. Organization Science, 17(1), 101–17.Google Scholar
Rhee, M., & Valdez, M. E. (2009). Contextual factors surrounding reputation damage with potential implications for reputation repair. Academy of Management Review, 34(1), 146–68.Google Scholar
Rucker, D. D., & Galinsky, A. D. (2008). Desire to acquire: Powerlessness and compensatory consumption. Journal of Consumer Research, 35(2), 257–67.Google Scholar
Shervani, T. A., Frazier, G., & Challagalla, G. (2007). The moderating influence of firm market power on the transaction cost economics model: An empirical test in a forward channel integration context. Strategic Management Journal, 28(6), 635–52.Google Scholar
Skaperdas, S. (1992). Cooperation, conflict, and power in the absence of property rights. The American Economic Review, 82(4), 720–39.Google Scholar
Stuart, T. E., Hoang, H., & Hybels, R. C. (1999). Interorganizational endorsements and the performance of entrepreneurial ventures. Administrative Science Quarterly, 44(2), 315–49.Google Scholar
Sturm, R. E., & Antonakis, J. (2015). Interpersonal power: A review, critique, and research agenda. Journal of Management, 41(1), 136–63.Google Scholar
Weber, L., & Mayer, K. J. (2011). Designing effective contracts: Exploring the influence of framing and expectations. Academy of Management Review, 36(1), 53–75.Google Scholar
Weber, L., Mayer, K. J., & Macher, J. T. (2011). An analysis of extendibility and early termination provisions: The importance of framing duration safeguards. Academy of Management Journal, 54(1), 182–202.Google Scholar
Williamson, O. E. (1991a). Comparative economic organization: The analysis of discrete structural alternatives. Administrative Science Quarterly, 36(2), 269.Google Scholar
Williamson, O. E. (1991b). Strategizing, economizing, and economic organization. Strategic Management Journal, 12(S2), 75–94.Google Scholar
Williamson, O. E. (1995). Hierarchies, markets and power in the economy: An economic perspective. Industrial and Corporate Change, 4(1), 21–49.Google Scholar
Wolfe, R. J., & McGinn, K. L. (2005). Perceived relative power and its influence on negotiations. Group Decision and Negotiation, 14(1), 3–20.Google Scholar
Zhao, X., Huo, B., Flynn, B., & Yeung, J. (2008). The impact of power and relationship commitment on the integration between manufacturers and customers in a supply chain. Journal of Operations Management, 26(3), 368–88.Google Scholar