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Uncertainty, Adaptation, and Alliance Performance EI SSCI SCIE Scopus
期刊论文 | 2017 , 64 (4) , 605-615 | IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT | IF: 1.416
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Abstract :

We conceptualize alliance adaptation as a bundle of governance-based change practices in ongoing alliances, including contractual alterations, ownership change, board change, monitoring mechanism change, and key personnel turnover. Leveraging a transaction cost perspective, we investigate how changing environmental conditions (i.e., demand uncertainty and technological uncertainty) and unpredictable partner actions (i.e., behavioral uncertainty) trigger ex post governance adaptations in alliances, and how these adaptations in turn affect alliance performance. Using data collected from 178 partner firms in China, we find that the partner firms will undertake more extensive alliance adaptations as demand uncertainty and behavioral uncertainty increase. However, while the extent of alliance adaptations increases as technological uncertainty increases, there is a threshold level of technological uncertainty beyond which the extent of alliance adaptations decreases. The results also suggest that although alliance adaptations enhance alliance performance, this positive impact may diminish after alliance adaptations reach a certain threshold level. Overall, we contribute to the alliance evolution literature by focusing on why partner firms undertake alliance adaptations and how they benefit from these ex post governance adaptations.

Keyword :

alliance performance uncertainty Alliance adaptations transaction cost theory

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GB/T 7714 Jiang, Xu , Jiang, Feifei , Arino, Africa et al. Uncertainty, Adaptation, and Alliance Performance [J]. | IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT , 2017 , 64 (4) : 605-615 .
MLA Jiang, Xu et al. "Uncertainty, Adaptation, and Alliance Performance" . | IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT 64 . 4 (2017) : 605-615 .
APA Jiang, Xu , Jiang, Feifei , Arino, Africa , Peng, Mike W. . Uncertainty, Adaptation, and Alliance Performance . | IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT , 2017 , 64 (4) , 605-615 .
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Entrepreneurial Orientation, Strategic Alliances, and Firm Performance: Inside the Black Box EI SSCI Scopus
期刊论文 | 2016 , 49 (1) , 103-116 | LONG RANGE PLANNING | IF: 3.547
WoS CC Cited Count: 4
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Abstract :

Prior research suggests that entrepreneurial orientation CEO) confers discretion in manipulating resources to create value, but the research lacks empirical evidence from interorganizational relationships and especially strategic alliances. The authors establish a parsimonious model that links alliance-partnering firms' EO to their performance through two knowledge management practices: knowledge acquisition from partners and knowledge creation within organizational boundaries. To further understand how interpartner co-opetition conditions entrepreneurial learning processes, the authors also examine the moderating effects of knowledge-leakage risk on the EO knowledge management relationships. Data collected from 205 Chinese firms engaged in strategic alliances generally support the theoretical predictions and associated hypotheses. (C) 2014 Elsevier Ltd. All rights reserved.

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GB/T 7714 Jiang, Xu , Yang, Yan , Pei, Yun-Long et al. Entrepreneurial Orientation, Strategic Alliances, and Firm Performance: Inside the Black Box [J]. | LONG RANGE PLANNING , 2016 , 49 (1) : 103-116 .
MLA Jiang, Xu et al. "Entrepreneurial Orientation, Strategic Alliances, and Firm Performance: Inside the Black Box" . | LONG RANGE PLANNING 49 . 1 (2016) : 103-116 .
APA Jiang, Xu , Yang, Yan , Pei, Yun-Long , Wang, Gang . Entrepreneurial Orientation, Strategic Alliances, and Firm Performance: Inside the Black Box . | LONG RANGE PLANNING , 2016 , 49 (1) , 103-116 .
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Strategic flexibility, green management, and firm competitiveness in an emerging economy EI SSCI Scopus
期刊论文 | 2015 , 101 , 347-356 | TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE | IF: 2.678
WoS CC Cited Count: 9 SCOPUS Cited Count: 11
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Abstract :

Combining the dynamic capability perspective and institutional theory, this study examines how firms in emerging economies respond to green management pressures and measures what they gain by adopting green management practices. Drawing on data from 272 Chinese firms based on responses from two key informants in each firm, this study finds that strategic flexibility has a positive effect on the adoption of green management practices, and institutional support moderates this relationship by strengthening the positive effect. The study also advances a richer explanation of the link between adoption of green management practices and competitiveness by revealing the mediating role of organizational legitimacy in this link. These findings provide important implications for explaining how firms in emerging economies combine internal strategic flexibility and external institutional support to implement green management strategies, which in turn improves their legitimacy and competitiveness. (C) 2015 Elsevier Inc All rights reserved.

Keyword :

Firm competitiveness Strategic flexibility Institutional support Green management Organizational legitimacy

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GB/T 7714 Yang, Jianjun , Zhang, Feng , Jiang, Xu et al. Strategic flexibility, green management, and firm competitiveness in an emerging economy [J]. | TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE , 2015 , 101 : 347-356 .
MLA Yang, Jianjun et al. "Strategic flexibility, green management, and firm competitiveness in an emerging economy" . | TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE 101 (2015) : 347-356 .
APA Yang, Jianjun , Zhang, Feng , Jiang, Xu , Sun, Wei . Strategic flexibility, green management, and firm competitiveness in an emerging economy . | TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE , 2015 , 101 , 347-356 .
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Social Ties and Indigenous Innovation in China's Transition Economy: The Moderating Effects of Learning Intent SSCI Scopus
期刊论文 | 2015 , 22 (2) , 79-101 | INDUSTRY AND INNOVATION | IF: 0.87
WoS CC Cited Count: 3 SCOPUS Cited Count: 5
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Abstract :

This study advances research on innovation by unfolding a particular innovation type, indigenous innovation, into three patterns (i.e., original innovation, integrative innovation and re-innovation). We examine how social network ties (business and institutional) influence indigenous innovation and the moderating effects of learning intent. Results from 270 Chinese firms indicate an inverted U-shaped relationship between business network ties and each pattern of indigenous innovation. In contrast, institutional network ties affect original innovation in the shape of an inverted U, while they facilitate integrative innovation and re-innovation in a linear manner. Learning intent shows significant moderating effects on these main relationships.

Keyword :

learning intent transition economy O32 indigenous innovation China Social network ties

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GB/T 7714 Xie, Yan , Gao, Shanxing , Jiang, Xu et al. Social Ties and Indigenous Innovation in China's Transition Economy: The Moderating Effects of Learning Intent [J]. | INDUSTRY AND INNOVATION , 2015 , 22 (2) : 79-101 .
MLA Xie, Yan et al. "Social Ties and Indigenous Innovation in China's Transition Economy: The Moderating Effects of Learning Intent" . | INDUSTRY AND INNOVATION 22 . 2 (2015) : 79-101 .
APA Xie, Yan , Gao, Shanxing , Jiang, Xu , Fey, Carl F. . Social Ties and Indigenous Innovation in China's Transition Economy: The Moderating Effects of Learning Intent . | INDUSTRY AND INNOVATION , 2015 , 22 (2) , 79-101 .
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