We report a study exploring the effects of the interplay between a firm’s knowledge structure characteristics and its market identity - as reflected in its position in the industry value chain and social prominence – on its ability to form knowledge-based strategic alliances. We situate our study in an emerging industry, the global fuel-cell industry. We find that a firm’s ability to form alliances is affected by the alignment (and mis- alignment) between its knowledge structure characteristics (namely, depth and scope) and its position in the value chain. We also find that while a firm’s social prominence can amplify the positive effects of alignment, thereby enhancing a firm’s alliance formation propensity, being prominent can also hurt a firm when it faces a misalignment between its knowledge structure characteristics and its value chain position. Our study helps in developing a richer understanding of the relationship between a firm’s knowledge-based resources and its ability to form strategic alliances.
The Role of Market Identity on the Relationship Between Knowledge and Strategic Alliances / R. Nag, A. Russo, C. Vurro. - In: ACADEMY OF MANAGEMENT ANNUAL MEETING PROCEEDINGS. - ISSN 2151-6561. - 2014:1(2014), pp. 11737-11737. ((Intervento presentato al convegno Academy of Management Annual Meeting tenutosi a Philadelphia nel 2014.
|Titolo:||The Role of Market Identity on the Relationship Between Knowledge and Strategic Alliances|
|Parole Chiave:||Alliance formation; knowledge-based resources; market identity|
|Settore Scientifico Disciplinare:||Settore SECS-P/08 - Economia e Gestione delle Imprese|
|Data di pubblicazione:||2014|
|Digital Object Identifier (DOI):||http://dx.doi.org/10.5465/AMBPP.2014.11737abstract|
|Appare nelle tipologie:||01 - Articolo su periodico|