Organizational Learning: Creating, Retaining, and Transferring Knowledge
Organizational Learning: Creating, Retaining, and Transferring Knowledge
Organization Science
Interorganizational Routines and Performance in Strategic Alliances
Organization Science
Deliberate Learning and the Evolution of Dynamic Capabilities
Organization Science
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This paper develops a multidimensional, process-based conceptualization of alliance portfolio management capability. Arguing that such a capability consists of organizational processes to proactively pursue alliance formation opportunities, engage in relational governance, and coordinate knowledge and strategies across the portfolio, we examine the impact of such a capability on organizational outcomes in the context of formal structure (alliance function) and strategy (portfolio diversity). Using data from 235 firms, we find that these three processes have a positive effect on a firm's alliance portfolio capital, and some of these effects are conditioned by a formal alliance function and diversity of the portfolio. Whereas the ability of proactive formation and relational governance processes to create value is further strengthened in the presence of an alliance function, that of the coordination dimension is weakened. Furthermore, the benefits of relational governance are strengthened for firms with diverse portfolios, whereas the benefits of coordination processes are weakened. We discuss implications of these findings for the alliance and network literature, and in general, for firm heterogeneity. In summary, we find evidence that variance in process-based capabilities to manage alliance portfolios can explain performance heterogeneity among firms.