Alliance entrepreneurship and firm market performance

    Authors

    M. B. Sarkar; R. A. J. Echambadi;J. S. Harrison

    Abbreviated Journal Title

    Strateg. Manage. J.

    Keywords

    strategic alliances; entrepreneurship; proactiveness; partial least; squares; COMPETITIVE ADVANTAGE; STRATEGIC MANAGEMENT; JOINT VENTURES; TECHNOLOGY; CAPABILITIES; ENVIRONMENTS; COOPERATION; ORIENTATION; INDUSTRY; DIMENSIONS; Business; Management

    Abstract

    This paper extends entrepreneurship into the domain of alliances, and investigates the effect of alliance proactiveness on market-based firm performance (defined in terms of sales growth, market share, market development and product development). Alliance proactiveness is defined as the extent to which an organization engages in identifying and responding to partnering opportunities. The effect of alliance proactiveness on performance is tested within a contingency framework, with size and perceived environmental uncertainty as moderators, and using data from 182 firms. We estimated the model using partial least squares. Results indicate that alliance proactiveness leads to superior market-based performance, and that this effect is stronger for small firms and in unstable market environments. Copyright (C) 2001 John Wiley & Sons, Ltd.

    Journal Title

    Strategic Management Journal

    Volume

    22

    Issue/Number

    6-7

    Publication Date

    1-1-2001

    Document Type

    Article

    Language

    English

    First Page

    701

    Last Page

    711

    WOS Identifier

    WOS:000169356000011

    ISSN

    0143-2095

    Share

    COinS