The effect of inter-firm managerial social ties on alliance formation : how poorly embedded firms overcome network disadvantages
Gespeichert in:
| Autor*in: |
Yang, Ke [verfasserIn] Zhu, John Jianjun [verfasserIn] Santoro, Michael D. [verfasserIn] |
|---|
| Format: |
E-Artikel |
|---|---|
| Sprache: |
Englisch |
| Erschienen: |
2022 |
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| Schlagwörter: |
Unternehmensnetzwerk / Strategische Allianz / Führungskräfte / Soziale Beziehungen / Embeddedness / USA |
|---|
| Übergeordnetes Werk: |
Enthalten in: British journal of management - Oxford : Wiley-Blackwell, 1990, 33(2022), 3 vom: Juli, Seite 1535-1559 |
|---|---|
| Übergeordnetes Werk: |
volume:33 ; year:2022 ; number:3 ; month:07 ; pages:1535-1559 |
| Links: |
|---|
| DOI / URN: |
10.1111/1467-8551.12537 |
|---|
| Katalog-ID: |
181375229X |
|---|
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| 982 | |2 26 |1 00 |x DE-206 |b Recent research suggests pre-existing network structural dynamics can hamper inter-organizational alliance formation, particularly for poorly embedded firms. However, this research fails to fully explain how poorly embedded firms can overcome these structural barriers when forming alliances. This study adds to the existing knowledge on network dynamics by proposing how interpersonal relational embeddedness alleviates such constraints and facilitates alliance formation of firms poorly embedded in existing alliance networks. We highlight the informational and sociological benefits of inter-firm managerial social ties (IFMSTs) formed through interpersonal social experiences beyond those originated from prior business exchange activities between potential partnering firms. Our empirical investigation employs an extensive sample of US public firms and shows strong evidence that IFMSTs help poorly embedded firms overcome the obstacles imposed by their inferior network structure embeddedness when forming alliances. The negative effect of inferior network structural embeddedness is more muted by IFMSTs when both firms in a dyad are at the periphery of the alliance network than when they occupy asymmetric structural positions. This mitigation effect of IFMSTs is more salient when the ties originate from activity-based social experiences than from shared educational affiliations. | ||
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10.1111/1467-8551.12537 doi (DE-627)181375229X (DE-599)KXP181375229X DE-627 ger DE-627 rda eng Yang, Ke verfasserin (DE-588)1017673314 (DE-627)676518664 (DE-576)354101838 aut The effect of inter-firm managerial social ties on alliance formation how poorly embedded firms overcome network disadvantages Ke Yang, Jianjun Zhu and Michael D. Santoro 2022 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier 1.7\x 2000–2008 stw 1.1\x Unternehmensnetzwerk (DE-627)091353327 (DE-2867)19428-2 stw 1.2\x Strategische Allianz (DE-627)09139306X (DE-2867)19164-3 stw 1.3\x Führungskräfte (DE-627)091361532 (DE-2867)11302-1 stw 1.4\x Soziale Beziehungen (DE-627)091389852 (DE-2867)15712-4 stw 1.5\x Embeddedness (DE-627)79922412X (DE-2867)30012-3 stw 1.6\x USA (DE-627)091396867 (DE-2867)17829-1 stw Zhu, John Jianjun verfasserin (DE-588)1156879175 (DE-627)1019840196 (DE-576)502482664 aut Santoro, Michael D. verfasserin (DE-588)136045901 (DE-627)574429107 (DE-576)300798571 aut Enthalten in British journal of management Oxford : Wiley-Blackwell, 1990 33(2022), 3 vom: Juli, Seite 1535-1559 Online-Ressource (DE-627)320650820 (DE-600)2025938-4 (DE-576)10940307X 1467-8551 nnns volume:33 year:2022 number:3 month:07 pages:1535-1559 https://onlinelibrary.wiley.com/doi/pdfdirect/10.1111/1467-8551.12537 Verlag lizenzpflichtig https://doi.org/10.1111/1467-8551.12537 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_266 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 33 2022 3 7 1535-1559 26 01 0206 417690755X x1z 08-08-22 26 00 DE-206 Recent research suggests pre-existing network structural dynamics can hamper inter-organizational alliance formation, particularly for poorly embedded firms. However, this research fails to fully explain how poorly embedded firms can overcome these structural barriers when forming alliances. This study adds to the existing knowledge on network dynamics by proposing how interpersonal relational embeddedness alleviates such constraints and facilitates alliance formation of firms poorly embedded in existing alliance networks. We highlight the informational and sociological benefits of inter-firm managerial social ties (IFMSTs) formed through interpersonal social experiences beyond those originated from prior business exchange activities between potential partnering firms. Our empirical investigation employs an extensive sample of US public firms and shows strong evidence that IFMSTs help poorly embedded firms overcome the obstacles imposed by their inferior network structure embeddedness when forming alliances. The negative effect of inferior network structural embeddedness is more muted by IFMSTs when both firms in a dyad are at the periphery of the alliance network than when they occupy asymmetric structural positions. This mitigation effect of IFMSTs is more salient when the ties originate from activity-based social experiences than from shared educational affiliations. |
| spelling |
10.1111/1467-8551.12537 doi (DE-627)181375229X (DE-599)KXP181375229X DE-627 ger DE-627 rda eng Yang, Ke verfasserin (DE-588)1017673314 (DE-627)676518664 (DE-576)354101838 aut The effect of inter-firm managerial social ties on alliance formation how poorly embedded firms overcome network disadvantages Ke Yang, Jianjun Zhu and Michael D. Santoro 2022 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier 1.7\x 2000–2008 stw 1.1\x Unternehmensnetzwerk (DE-627)091353327 (DE-2867)19428-2 stw 1.2\x Strategische Allianz (DE-627)09139306X (DE-2867)19164-3 stw 1.3\x Führungskräfte (DE-627)091361532 (DE-2867)11302-1 stw 1.4\x Soziale Beziehungen (DE-627)091389852 (DE-2867)15712-4 stw 1.5\x Embeddedness (DE-627)79922412X (DE-2867)30012-3 stw 1.6\x USA (DE-627)091396867 (DE-2867)17829-1 stw Zhu, John Jianjun verfasserin (DE-588)1156879175 (DE-627)1019840196 (DE-576)502482664 aut Santoro, Michael D. verfasserin (DE-588)136045901 (DE-627)574429107 (DE-576)300798571 aut Enthalten in British journal of management Oxford : Wiley-Blackwell, 1990 33(2022), 3 vom: Juli, Seite 1535-1559 Online-Ressource (DE-627)320650820 (DE-600)2025938-4 (DE-576)10940307X 1467-8551 nnns volume:33 year:2022 number:3 month:07 pages:1535-1559 https://onlinelibrary.wiley.com/doi/pdfdirect/10.1111/1467-8551.12537 Verlag lizenzpflichtig https://doi.org/10.1111/1467-8551.12537 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_266 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 33 2022 3 7 1535-1559 26 01 0206 417690755X x1z 08-08-22 26 00 DE-206 Recent research suggests pre-existing network structural dynamics can hamper inter-organizational alliance formation, particularly for poorly embedded firms. However, this research fails to fully explain how poorly embedded firms can overcome these structural barriers when forming alliances. This study adds to the existing knowledge on network dynamics by proposing how interpersonal relational embeddedness alleviates such constraints and facilitates alliance formation of firms poorly embedded in existing alliance networks. We highlight the informational and sociological benefits of inter-firm managerial social ties (IFMSTs) formed through interpersonal social experiences beyond those originated from prior business exchange activities between potential partnering firms. Our empirical investigation employs an extensive sample of US public firms and shows strong evidence that IFMSTs help poorly embedded firms overcome the obstacles imposed by their inferior network structure embeddedness when forming alliances. The negative effect of inferior network structural embeddedness is more muted by IFMSTs when both firms in a dyad are at the periphery of the alliance network than when they occupy asymmetric structural positions. This mitigation effect of IFMSTs is more salient when the ties originate from activity-based social experiences than from shared educational affiliations. |
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10.1111/1467-8551.12537 doi (DE-627)181375229X (DE-599)KXP181375229X DE-627 ger DE-627 rda eng Yang, Ke verfasserin (DE-588)1017673314 (DE-627)676518664 (DE-576)354101838 aut The effect of inter-firm managerial social ties on alliance formation how poorly embedded firms overcome network disadvantages Ke Yang, Jianjun Zhu and Michael D. Santoro 2022 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier 1.7\x 2000–2008 stw 1.1\x Unternehmensnetzwerk (DE-627)091353327 (DE-2867)19428-2 stw 1.2\x Strategische Allianz (DE-627)09139306X (DE-2867)19164-3 stw 1.3\x Führungskräfte (DE-627)091361532 (DE-2867)11302-1 stw 1.4\x Soziale Beziehungen (DE-627)091389852 (DE-2867)15712-4 stw 1.5\x Embeddedness (DE-627)79922412X (DE-2867)30012-3 stw 1.6\x USA (DE-627)091396867 (DE-2867)17829-1 stw Zhu, John Jianjun verfasserin (DE-588)1156879175 (DE-627)1019840196 (DE-576)502482664 aut Santoro, Michael D. verfasserin (DE-588)136045901 (DE-627)574429107 (DE-576)300798571 aut Enthalten in British journal of management Oxford : Wiley-Blackwell, 1990 33(2022), 3 vom: Juli, Seite 1535-1559 Online-Ressource (DE-627)320650820 (DE-600)2025938-4 (DE-576)10940307X 1467-8551 nnns volume:33 year:2022 number:3 month:07 pages:1535-1559 https://onlinelibrary.wiley.com/doi/pdfdirect/10.1111/1467-8551.12537 Verlag lizenzpflichtig https://doi.org/10.1111/1467-8551.12537 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_266 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 33 2022 3 7 1535-1559 26 01 0206 417690755X x1z 08-08-22 26 00 DE-206 Recent research suggests pre-existing network structural dynamics can hamper inter-organizational alliance formation, particularly for poorly embedded firms. However, this research fails to fully explain how poorly embedded firms can overcome these structural barriers when forming alliances. This study adds to the existing knowledge on network dynamics by proposing how interpersonal relational embeddedness alleviates such constraints and facilitates alliance formation of firms poorly embedded in existing alliance networks. We highlight the informational and sociological benefits of inter-firm managerial social ties (IFMSTs) formed through interpersonal social experiences beyond those originated from prior business exchange activities between potential partnering firms. Our empirical investigation employs an extensive sample of US public firms and shows strong evidence that IFMSTs help poorly embedded firms overcome the obstacles imposed by their inferior network structure embeddedness when forming alliances. The negative effect of inferior network structural embeddedness is more muted by IFMSTs when both firms in a dyad are at the periphery of the alliance network than when they occupy asymmetric structural positions. This mitigation effect of IFMSTs is more salient when the ties originate from activity-based social experiences than from shared educational affiliations. |
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10.1111/1467-8551.12537 doi (DE-627)181375229X (DE-599)KXP181375229X DE-627 ger DE-627 rda eng Yang, Ke verfasserin (DE-588)1017673314 (DE-627)676518664 (DE-576)354101838 aut The effect of inter-firm managerial social ties on alliance formation how poorly embedded firms overcome network disadvantages Ke Yang, Jianjun Zhu and Michael D. Santoro 2022 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier 1.7\x 2000–2008 stw 1.1\x Unternehmensnetzwerk (DE-627)091353327 (DE-2867)19428-2 stw 1.2\x Strategische Allianz (DE-627)09139306X (DE-2867)19164-3 stw 1.3\x Führungskräfte (DE-627)091361532 (DE-2867)11302-1 stw 1.4\x Soziale Beziehungen (DE-627)091389852 (DE-2867)15712-4 stw 1.5\x Embeddedness (DE-627)79922412X (DE-2867)30012-3 stw 1.6\x USA (DE-627)091396867 (DE-2867)17829-1 stw Zhu, John Jianjun verfasserin (DE-588)1156879175 (DE-627)1019840196 (DE-576)502482664 aut Santoro, Michael D. verfasserin (DE-588)136045901 (DE-627)574429107 (DE-576)300798571 aut Enthalten in British journal of management Oxford : Wiley-Blackwell, 1990 33(2022), 3 vom: Juli, Seite 1535-1559 Online-Ressource (DE-627)320650820 (DE-600)2025938-4 (DE-576)10940307X 1467-8551 nnns volume:33 year:2022 number:3 month:07 pages:1535-1559 https://onlinelibrary.wiley.com/doi/pdfdirect/10.1111/1467-8551.12537 Verlag lizenzpflichtig https://doi.org/10.1111/1467-8551.12537 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_266 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 33 2022 3 7 1535-1559 26 01 0206 417690755X x1z 08-08-22 26 00 DE-206 Recent research suggests pre-existing network structural dynamics can hamper inter-organizational alliance formation, particularly for poorly embedded firms. However, this research fails to fully explain how poorly embedded firms can overcome these structural barriers when forming alliances. This study adds to the existing knowledge on network dynamics by proposing how interpersonal relational embeddedness alleviates such constraints and facilitates alliance formation of firms poorly embedded in existing alliance networks. We highlight the informational and sociological benefits of inter-firm managerial social ties (IFMSTs) formed through interpersonal social experiences beyond those originated from prior business exchange activities between potential partnering firms. Our empirical investigation employs an extensive sample of US public firms and shows strong evidence that IFMSTs help poorly embedded firms overcome the obstacles imposed by their inferior network structure embeddedness when forming alliances. The negative effect of inferior network structural embeddedness is more muted by IFMSTs when both firms in a dyad are at the periphery of the alliance network than when they occupy asymmetric structural positions. This mitigation effect of IFMSTs is more salient when the ties originate from activity-based social experiences than from shared educational affiliations. |
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10.1111/1467-8551.12537 doi (DE-627)181375229X (DE-599)KXP181375229X DE-627 ger DE-627 rda eng Yang, Ke verfasserin (DE-588)1017673314 (DE-627)676518664 (DE-576)354101838 aut The effect of inter-firm managerial social ties on alliance formation how poorly embedded firms overcome network disadvantages Ke Yang, Jianjun Zhu and Michael D. Santoro 2022 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier 1.7\x 2000–2008 stw 1.1\x Unternehmensnetzwerk (DE-627)091353327 (DE-2867)19428-2 stw 1.2\x Strategische Allianz (DE-627)09139306X (DE-2867)19164-3 stw 1.3\x Führungskräfte (DE-627)091361532 (DE-2867)11302-1 stw 1.4\x Soziale Beziehungen (DE-627)091389852 (DE-2867)15712-4 stw 1.5\x Embeddedness (DE-627)79922412X (DE-2867)30012-3 stw 1.6\x USA (DE-627)091396867 (DE-2867)17829-1 stw Zhu, John Jianjun verfasserin (DE-588)1156879175 (DE-627)1019840196 (DE-576)502482664 aut Santoro, Michael D. verfasserin (DE-588)136045901 (DE-627)574429107 (DE-576)300798571 aut Enthalten in British journal of management Oxford : Wiley-Blackwell, 1990 33(2022), 3 vom: Juli, Seite 1535-1559 Online-Ressource (DE-627)320650820 (DE-600)2025938-4 (DE-576)10940307X 1467-8551 nnns volume:33 year:2022 number:3 month:07 pages:1535-1559 https://onlinelibrary.wiley.com/doi/pdfdirect/10.1111/1467-8551.12537 Verlag lizenzpflichtig https://doi.org/10.1111/1467-8551.12537 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_266 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 33 2022 3 7 1535-1559 26 01 0206 417690755X x1z 08-08-22 26 00 DE-206 Recent research suggests pre-existing network structural dynamics can hamper inter-organizational alliance formation, particularly for poorly embedded firms. However, this research fails to fully explain how poorly embedded firms can overcome these structural barriers when forming alliances. This study adds to the existing knowledge on network dynamics by proposing how interpersonal relational embeddedness alleviates such constraints and facilitates alliance formation of firms poorly embedded in existing alliance networks. We highlight the informational and sociological benefits of inter-firm managerial social ties (IFMSTs) formed through interpersonal social experiences beyond those originated from prior business exchange activities between potential partnering firms. Our empirical investigation employs an extensive sample of US public firms and shows strong evidence that IFMSTs help poorly embedded firms overcome the obstacles imposed by their inferior network structure embeddedness when forming alliances. The negative effect of inferior network structural embeddedness is more muted by IFMSTs when both firms in a dyad are at the periphery of the alliance network than when they occupy asymmetric structural positions. This mitigation effect of IFMSTs is more salient when the ties originate from activity-based social experiences than from shared educational affiliations. |
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However, this research fails to fully explain how poorly embedded firms can overcome these structural barriers when forming alliances. This study adds to the existing knowledge on network dynamics by proposing how interpersonal relational embeddedness alleviates such constraints and facilitates alliance formation of firms poorly embedded in existing alliance networks. We highlight the informational and sociological benefits of inter-firm managerial social ties (IFMSTs) formed through interpersonal social experiences beyond those originated from prior business exchange activities between potential partnering firms. Our empirical investigation employs an extensive sample of US public firms and shows strong evidence that IFMSTs help poorly embedded firms overcome the obstacles imposed by their inferior network structure embeddedness when forming alliances. The negative effect of inferior network structural embeddedness is more muted by IFMSTs when both firms in a dyad are at the periphery of the alliance network than when they occupy asymmetric structural positions. This mitigation effect of IFMSTs is more salient when the ties originate from activity-based social experiences than from shared educational affiliations.</subfield></datafield></record></collection>
|
| author |
Yang, Ke |
| spellingShingle |
Yang, Ke stw Unternehmensnetzwerk stw Strategische Allianz stw Führungskräfte stw Soziale Beziehungen stw Embeddedness stw USA The effect of inter-firm managerial social ties on alliance formation how poorly embedded firms overcome network disadvantages |
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Yang, Ke |
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1467-8551 |
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26 00 DE-206 Recent research suggests pre-existing network structural dynamics can hamper inter-organizational alliance formation, particularly for poorly embedded firms. However, this research fails to fully explain how poorly embedded firms can overcome these structural barriers when forming alliances. This study adds to the existing knowledge on network dynamics by proposing how interpersonal relational embeddedness alleviates such constraints and facilitates alliance formation of firms poorly embedded in existing alliance networks. We highlight the informational and sociological benefits of inter-firm managerial social ties (IFMSTs) formed through interpersonal social experiences beyond those originated from prior business exchange activities between potential partnering firms. Our empirical investigation employs an extensive sample of US public firms and shows strong evidence that IFMSTs help poorly embedded firms overcome the obstacles imposed by their inferior network structure embeddedness when forming alliances. The negative effect of inferior network structural embeddedness is more muted by IFMSTs when both firms in a dyad are at the periphery of the alliance network than when they occupy asymmetric structural positions. This mitigation effect of IFMSTs is more salient when the ties originate from activity-based social experiences than from shared educational affiliations The effect of inter-firm managerial social ties on alliance formation how poorly embedded firms overcome network disadvantages Ke Yang, Jianjun Zhu and Michael D. Santoro 1.1\x Unternehmensnetzwerk (DE-627)091353327 (DE-2867)19428-2 stw 1.2\x Strategische Allianz (DE-627)09139306X (DE-2867)19164-3 stw 1.3\x Führungskräfte (DE-627)091361532 (DE-2867)11302-1 stw 1.4\x Soziale Beziehungen (DE-627)091389852 (DE-2867)15712-4 stw 1.5\x Embeddedness (DE-627)79922412X (DE-2867)30012-3 stw 1.6\x USA (DE-627)091396867 (DE-2867)17829-1 stw |
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ind1=" " ind2=" "><subfield code="a">GBV_ILN_4249</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4251</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4305</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4306</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4307</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4313</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4322</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4323</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4324</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4325</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4326</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4333</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4334</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4335</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4336</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4338</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4393</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4700</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">33</subfield><subfield code="j">2022</subfield><subfield code="e">3</subfield><subfield code="c">7</subfield><subfield code="h">1535-1559</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">01</subfield><subfield code="x">0206</subfield><subfield code="b">417690755X</subfield><subfield code="y">x1z</subfield><subfield code="z">08-08-22</subfield></datafield><datafield tag="982" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">00</subfield><subfield code="x">DE-206</subfield><subfield code="b">Recent research suggests pre-existing network structural dynamics can hamper inter-organizational alliance formation, particularly for poorly embedded firms. However, this research fails to fully explain how poorly embedded firms can overcome these structural barriers when forming alliances. This study adds to the existing knowledge on network dynamics by proposing how interpersonal relational embeddedness alleviates such constraints and facilitates alliance formation of firms poorly embedded in existing alliance networks. We highlight the informational and sociological benefits of inter-firm managerial social ties (IFMSTs) formed through interpersonal social experiences beyond those originated from prior business exchange activities between potential partnering firms. Our empirical investigation employs an extensive sample of US public firms and shows strong evidence that IFMSTs help poorly embedded firms overcome the obstacles imposed by their inferior network structure embeddedness when forming alliances. The negative effect of inferior network structural embeddedness is more muted by IFMSTs when both firms in a dyad are at the periphery of the alliance network than when they occupy asymmetric structural positions. This mitigation effect of IFMSTs is more salient when the ties originate from activity-based social experiences than from shared educational affiliations.</subfield></datafield></record></collection>
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| score |
7.399207 |