In this study, we examine the impact of portfolio configuration on corporate performance in a technological vertical downstream alliance portfolio. First, we explore whether differences in characteristics such as innovativeness, reputation, and bargaining power between a focal firm and its partners affect corporate performance. Second, considering these differences between a focal firm and its partners, we analyze whether an alliance portfolio structure spanning structural holes or a densely embedded network is preferable. We examine 44 leading Korean defense firms over the period 1995–2010 using the two-step generalized method of moments. Our principal arguments emphasize that differences between a focal firm and its partners (in terms of innovativeness, reputation, and bargaining power) affect corporate performance differently. This concept contrasts that of previous studies, which argued that allying with dominant partners is generally better. The arguments also emphasize that the alliance portfolio structure should differ depending on the differences in terms of the three capabilities between a focal firm and its corporate partners.

In recognition of middle managers as influential strategists we collected 654 responses from South African middle managers detailing their spontaneous and unguided descriptions of their strategic roles in the organisation they represent. The results show that middle managers generally associate their strategic role strongly with the traditional perspectives on the roles as implementers of strategies and communicators linking their subordinates and higher levels of management. We add the roles of ‘advocacy’ and ‘improving operational performance’ to the conventional elements of strategy implementation, and the roles of ‘managing performance’ and ‘driving compliance’ to the role of downward influence. Focus group discussions contextualised and authenticated these roles within the South African private and public sectors.

Several influential writers including Henry Mintzberg and Gary Hamel have highlighted the need for organizations to value the contribution to strategy work of middle managers in an uncertain world. In this study quantitative surveys and qualitative interviews are used to mix methods and investigate the role of middle managers in strategy-making process in Australia. The results indicate that middle managers are the ‘doers’ of strategy, with important ‘analyst’, ‘coordinator’, ‘information source’ and ‘communicator’ roles. Middle managers reported some frustration in interviews that at times they feel their input to strategic conversations is not translated effectively into organization strategy.

Firms face a rapidly changing market environment under the pressure of difficult challenges such as limited resources and increasing costs. Organizations may actively seek to cooperate with other members for benefits from knowledge sharing. Establishing quality network ties among suppliers and customers is a significant study subject. Here, we assessed the impact of the signing of the Economic Cooperation Framework Agreement on Taiwan flat glass industry and study measures adopted by the manufacturers. The effective sample size is 250. We found that through the intermediary of organizational agility and strong network ties, a firm can enhance its organizational performance.

Based on a contextual framework of the organizational differences between types of research and development entities, this study examines how organizational contexts affect the advent of technology convergence. It demonstrates the effects of research and development entity types and alliances using the multi-assignation analysis of technology domains and rich data on government-supported research and development programs in South Korea. The findings show that technology convergence is likely to occur when a university develops technology alone or in collaboration with another research and development actor. These results reflect the important role of incentive structure and collaboration strategies in increasing the development of converging technologies.

The Darwinian logic of evolution occurring via the mechanisms of variation, selection and retention provides a possible theoretical framework from which to further develop the dynamic capabilities view. Presently, criticized for lacking a theoretical foundation and featuring a degree of confusion concerning how it aligns with the resource-based view, the dynamic capabilities view would benefit from greater clarity concerning its assumptions, theoretical base and the development of a series of testable predictions. We test elements of a potential Darwinian style framework through variation-focused hypotheses using panel data for 190 Australian service firms. Our results highlight the importance of market development as a basis for variation, however, the impact of dynamic capabilities upon a likely antecedent of selection was not clear and highlighted a nuanced relationship between capability development, market development and sales growth in an small-and-medium-sized enterprise environment. We conclude that applying a Darwinian lens to the dynamic capabilities view is challenging without longer time series data and additional measures, but such an approach remains theoretically attractive and further investigation may help clarify how we conceptualize the relationship between the dynamic capabilities view and resource-based view.