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Demand‐side strategy, relational advantage, and partner‐driven corporate scope: The case for client‐led diversification

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  • John K. Mawdsley
  • Deepak Somaya

Abstract

Research Summary: We advance research on corporate diversification by joining insights from the demand‐side and relational views in strategy to offer a novel theory of client‐led diversification. We propose that client‐led diversification results from a combination of the customer‐driven opportunities emphasized in the demand‐side view and the creation of added value through relational assets that is a central tenet of the relational view. Furthermore, we hypothesize that suppliers’ client‐specific knowledge, clients’ relational commitment to suppliers, and growth opportunities in clients’ markets (relative to the suppliers’ own markets) will magnify the client‐led diversification effect. We test our hypotheses using a longitudinal dataset on patent law firms and their diversification into new domains of patent prosecution work for their corporate clients. Managerial Summary: Explanations of why firms diversify into new lines of business have largely concerned the redeployment of underutilized resources, with little regard to opportunities or influences stemming from firms’ existing customers. In our article, we show how the changing scope of business needs from a knowledge‐based supplier firm's set of existing clients is a central driver of supplier‐firm diversification, and this is especially the case when the level of relational assets shared between a supplier and its clients is higher. In a competitive landscape where suppliers compete intensively for the business of clients, our results show how managers can increase the likelihood of capturing additional business from its existing exchange relationships rather than bearing the risks of seeking new exchange relationships.

Suggested Citation

  • John K. Mawdsley & Deepak Somaya, 2018. "Demand‐side strategy, relational advantage, and partner‐driven corporate scope: The case for client‐led diversification," Strategic Management Journal, Wiley Blackwell, vol. 39(7), pages 1834-1859, July.
    • Handle: RePEc:bla:stratm:v:39:y:2018:i:7:p:1834-1859
    DOI: 10.1002/smj.2788
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    Cited by:

    1. Guerras-Martín, Luis Ángel & Ronda-Pupo, Guillermo Armando & Zúñiga-Vicente, José Ángel & Benito-Osorio, Diana, 2020. "Half a century of research on corporate diversification: A new comprehensive framework," Journal of Business Research, Elsevier, vol. 114(C), pages 124-141.
    2. Oh, Ga-Eun (Grace) & Aliyev, Murod & Kafouros, Mario & Au, Alan Kai Ming, 2022. "The role of consumer characteristics in explaining product innovation performance: Evidence from emerging economies," Journal of Business Research, Elsevier, vol. 149(C), pages 713-727.
    3. Ping Chen, 2023. "The Effect of Value Creation on Startups Performance in the Digital Environment: Evidence from Chinese Digital Startups," Sustainability, MDPI, vol. 15(5), pages 1-18, February.
    4. Heejung Byun & Joseph Raffiee & Martin Ganco, 2019. "Discontinuities in the Value of Relational Capital: The Effects on Employee Entrepreneurship and Mobility," Organization Science, INFORMS, vol. 30(6), pages 1368-1393, November.
    5. Criaco, Giuseppe & Naldi, Lucia, 2024. "A chip off the old block: Founders' prior experience and the geographic diversification of export sales in international new ventures," Journal of Business Venturing, Elsevier, vol. 39(1).
    6. Cillo, Paola & Priem, Richard L. & Verona, Gianmario & Zanella, Paola, 2021. "Consumer-CEO interaction as catalyst for business model innovation in established firms," Journal of Business Research, Elsevier, vol. 131(C), pages 241-253.
    7. George Chondrakis & Mari Sako, 2020. "When suppliers shift my boundaries: Supplier employee mobility and its impact on buyer firms' sourcing strategy," Strategic Management Journal, Wiley Blackwell, vol. 41(9), pages 1682-1711, September.
    8. George Chondrakis & Eduardo Melero & Mari Sako, 2022. "The effect of coordination requirements on sourcing decisions: Evidence from patent prosecution services," Strategic Management Journal, Wiley Blackwell, vol. 43(6), pages 1141-1169, June.
    9. Xiao Zhang & Luqun Xie & Jiatao Li & Li Cheng, 2022. "“Outside in”: Global demand heterogeneity and dynamic capabilities of multinational enterprises," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 53(4), pages 709-722, June.
    10. Tang Wang & Vikas A. Aggarwal & Brian Wu, 2020. "Capability interactions and adaptation to demand‐side change," Strategic Management Journal, Wiley Blackwell, vol. 41(9), pages 1595-1627, September.
    11. Faisal Khurshid & Woo‐Yong Park & Felix T.S. Chan, 2019. "Innovation shock, outsourcing strategy, and environmental performance: The roles of prior green innovation experience and knowledge inheritance," Business Strategy and the Environment, Wiley Blackwell, vol. 28(8), pages 1572-1582, December.
    12. Niloofar Abolfathi & Andrea Fosfuri & Simone Santamaria, 2022. "Out of the trap: Conversion funnel business model, customer switching costs, and industry profitability," Strategic Management Journal, Wiley Blackwell, vol. 43(9), pages 1872-1896, September.
    13. Abdurrezzak Sener & Mehmet Barut & Ali Dag & Mehmet Bayram Yildirim, 2021. "Impact of commitment, information sharing, and information usage on supplier performance: a Bayesian belief network approach," Annals of Operations Research, Springer, vol. 303(1), pages 125-158, August.
    14. Niloofar Abolfathi & Simone Santamaria & Charles Williams, 2022. "How Does Firm Scope Depend on Customer Switching Costs? Evidence from Mobile Telecommunications Markets," Management Science, INFORMS, vol. 68(1), pages 316-332, January.

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