Prior research on interorganizational relationships suggests that firms tend to choose past
partners for future alliances, because they have access to information on these partners that …

Prior research on interorganizational relationships suggests that firms tend to choose past
partners for future alliances because experiential information from past ties can reduce …

This paper introduces a social network perspective to the study of strategic alliances. It
extends prior research, which has primarily considered alliances as dyadic exchanges and …

In this study, we address the topic of interorganizational network change by exploring factors
that affect the choice of alliance and interlock partners. While many studies have been …

Interorganizational partner selection decisions are plagued with uncertainty. When making
partnering decisions, firms strive to answer two questions: does the prospective partner have …

Recent research suggests pre‐existing network structural dynamics can hamper inter‐
organizational alliance formation, particularly for poorly embedded firms. However, this …

This dissertation examines the factors that influence firm participation in strategic alliances. It
shows that the network of existing alliances in which most firms find themselves embedded …

In this dissertation, I ask how a firm constructs its network of alliances to manage strategic
interdependence. Building on resource dependence and social network theory, I develop a …

This study explores how social structure affects interfirm alliance formation patterns. It
proposes that the social context emerging from prior alliances and considerations of …

While studies on alliances have been substantial in the international business literature,
much is still unexplored in understanding what alliance performance really is and how …