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Do firms learn to manage alliance portfolio diversity? The diversity-performance relationship and the moderating effects of experience and capability

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Abstract

Building on organizational learning theory, this study examines whether firms learn to manage alliance portfolio diversity. We argue that alliance portfolio diversity may be advantageous as well as disadvantageous for alliance portfolio performance. Subsequently, we theorize that the diversity-performance relationship is moderated by the firm's alliance experience and capability. Bridging the previously separated literature of diversity and learning, our findings show a curvilinear relationship between diversity and performance. More important, using survey data, we reveal some key processes through which firms learn to manage alliance portfolio diversity.

    Research areas

  • alliance capability, alliance experience, alliance performance, alliance portfolio diversity, COMMON METHOD BIAS, STRATEGIC ALLIANCES, INTERORGANIZATIONAL COLLABORATION, ORGANIZATIONAL RESEARCH, ABSORPTIVE-CAPACITY, JOINT VENTURES, INNOVATION, COMPLEXITY, BIOTECHNOLOGY, COOPERATION
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Details

Original languageEnglish
Pages (from-to)139-152
Number of pages14
JournalEuropean Management Review
Volume9
Issue number3
DOIs
Publication statusPublished - 1 Jan 2012