The Impact of Network Heterophilous Alliance on the Network Position Transition of Poorly Embedded Firms: The Moderating Roles of Partners' Network Position and Environmental Hostility

Abstract

Abstract:

Network position has increasingly been recognized as the critical sources of competitive advantage of the firms. How to overcome the network structural trap has important practical value for poorly embedded firms. In this study, we examine the impact of network heterophilous alliance on the position growth of poorly embedded firm. Moreover, based on the imprinting theory, we explore the moderating roles of partner's network position and environmental hostility in the relationship between network heterophilous alliance and the position growth of poorly embedded firms. To test our arguments, we use alliance data from firms in Chinese information industry and adopt system GMM model analysis. The study finds that:(1) Network heterophilous alliance is positively related to the position growth of poorly embedded firms; (2) Partners' network position moderates positively the relationship between network heterophilous alliance and the position growth of poorly embedded firms; (3) Environmental hostility moderates negatively the relationship between network heterophilous alliance and the position growth of poorly embedded firms.

Key words: network heterophilous alliance, network position transition, partners' network position, environmental hostility

Chen Zusheng, Ye Jiangfeng, Lin Ming. The Impact of Network Heterophilous Alliance on the Network Position Transition of Poorly Embedded Firms: The Moderating Roles of Partners' Network Position and Environmental Hostility[J]. , 2018, 30(1): 136-143.

References

[1] Zaheer A., G zübüyük R., Milanov H. It's the Connections:The Network Perspective in Interorganizational Research[J]. Academy of Management Perspectives, 2010,24(1):62-77
[2] Koka B. R., Prescott J. E. Designing Alliance Networks:The Influence of Network Position, Environmental Change, and Strategy on Firm Performance[J]. Strategic Management Journal, 2008,29(6):639-661
[3] 林明,任浩. 技术合作网络与个体行动者探索式创新行为的内在联系机理——以宁波江北仪器仪表集群技术合作网络为例[J]. 预测, 2013,32(1):31-36
[4] Powell W. W., White D. R., Koput K. W., et al. Network Dynamics and Field Evolution:The Growth of Interorganizational Collaboration in the Life Sciences[J]. American Journal of Sociology, 2005,110(4):1132-1205
[5] Gulati R., Gargiulo M. Where Do Interorganizational Networks Come from?[J]. American Journal of Sociology, 1999,104(5):1439-1493
[6] Dhanaraj C., Parkhe A. Orchestrating Innovation Networks[J]. Academy of Management Review, 2006,31(3):659-669
[7] Washington M., Ventresca M. J. How Organizations Change:The Role of Institutional Support Mechanisms in the Incorporation of Higher Education Visibility Strategies, 1874-1995[J]. Organization Science, 2004,15(1):82-97
[8] Liu N., Guan J. Dynamic Evolution of Collaborative Networks:Evidence from Nano-energy Research in China[J]. Scientometrics, 2015,102(3):1895-1919
[9] Hagedoorn J., Roijakkers N., Kranenburg H. Inter-Firm R&D Networks:The Importance of Strategic Network Capabilities for High-Tech Partnership Formation[J]. British Journal of Management, 2006,17(1):39-53
[10] 徐建中,徐莹莹. 企业协同能力, 网络位置与技术创新绩效——基于环渤海地区制造业企业的实证分析[J]. 管理评论, 2015,27(1):114-125
[11] Sterling A. D. Preentry Contacts and the Generation of Nascent Networks in Organizations[J]. Organization Science, 2014,26(3):650-667
[12] 张华,张向前. 个体是如何占据结构洞位置的:嵌入在网络结构和内容中的约束与激励[J]. 管理评论, 2014,26(5):89-98
[13] Yang H., Lin Z. J., Peng M. W. Behind Acquisitions of Alliance Partners:Exploratory Learning and Network Embeddedness[J]. Academy of Management Journal, 2011,54(5):1069-1080
[14] Lin Z. J., Yang H., Arya B. Alliance Partners and Firm Performance:Resource Complementarity and Status Association[J]. Strategic Management Journal, 2009,30(9):921-940
[15] 王涛,陈金亮,罗仲伟. 二元情境下战略联盟形成的嵌入机制分析——社会网络与制度环境融合的视角[J]. 经济管理, 2015,37(8):55-64
[16] Powell W. W., Koput K. W., Smith-Doerr L. Interorganizational Collaboration and the Locus of Innovation:Networks of Learning in Biotechnology[J]. Administrative Science Quarterly, 1996,41(1):116-145
[17] Lumpkin G. T., Dess G. G. Linking Two Dimensions of Entrepreneurial Orientation to Firm Performance:The Moderating Role of Environment and Industry Life Cycle[J]. Journal of Business Venturing, 2001,16(5):429-451
[18] Li N., Boulding W., Staelin R. General Alliance Experience, Uncertainty, and Marketing Alliance Governance Mode Choice[J]. Journal of the Academy of Marketing Science, 2010,38(2):141-158
[19] Yang H., Sun S. L., Lin Z. J., et al. Behind M&As in China and the United States:Networks, Learning, and Institutions[J]. Asia Pacific Journal of Management, 2011,28(2):239-255
[20] Keats B. W., Hitt M. A. A Causal Model of Linkages among Environmental Dimensions, Macro Organizational Characteristics, and Performance[J]. Academy of Management Journal, 1988,31(3):570-598
[21] Ahuja G. The Duality of Collaboration:Inducements and Opportunities in the Formation of Interfirm Linkages[J]. Strategic Management Journal, 2000,21(3):317-343
[22] 陈祖胜,任浩,林明. 知识互补性对研发网络内异位势企业间联盟的影响——基于知识基础结构的调节效应[J]. 预测, 2015,34(2):28-33
[23] Arellano M., Bond S. Some Tests of Specification for Panel Data:Monte Carlo Evidence and an Application to Employment Equations[J]. The Review of Economic Studies, 1991,58(2):277-297
[24] Bond S. R. Dynamic Panel Data Models:A Guide to Micro Data Methods and Practice[J]. Portuguese Economic Journal, 2002,1(2):141-162
[25] Blundell R., Bond S. Initial Conditions and Moment Restrictions in Dynamic Panel Data Models[J]. Journal of Econometrics, 1998,87(1):115-143
[26] 包群,邵敏. 出口贸易与我国的工资增长:一个经验分析[J]. 管理世界, 2010,(9):55-66
[27] Roodman D. How to Do Xtabond2:An Introduction to Difference and System GMM in Stata[J]. The Stata Journal, 2009,(9):86-136
[28] Baum J. A., Shipilov A. V., Rowley T. J. Where Do Small Worlds Come from?[J]. Industrial and Corporate Change, 2003,12(4):697-725
[29] Lin N. Social Capital:A Theory of Social Structure and Action[M]. UK:Cambridge University Press, 2002
[30] Marquis C., Tilcsik A. Imprinting:Toward a Multilevel Theory[J]. The Academy of Management Annals, 2013,7(1):195-245