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Selection in Strategic Alliance Activity:: Effects on Firm Performance in the Computing Industry

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  • Arend, Richard J.
  • Amit, Raphael

Abstract

An analysis of the impact of alliance activity during the period 1989-1993 on the performance of organizations in the US computing industry reveals that: (1) the distribution of alliance activity is skewed to firms with greater market power, capacity, as well as greater technical, commercial, social and organizational capital; (2) self-selection is significant in explaining the effects of alliance activity on firm performance; and, (3) controlling for self-selection alliances creates value for the firms choosing them but they do so at a lower rate of return than do the firms' core activities alone. We establish that without such controls, the effects of alliance activity are greatly underestimated.

Suggested Citation

  • Arend, Richard J. & Amit, Raphael, 2005. "Selection in Strategic Alliance Activity:: Effects on Firm Performance in the Computing Industry," European Management Journal, Elsevier, vol. 23(4), pages 361-381, August.
    • Handle: RePEc:eee:eurman:v:23:y:2005:i:4:p:361-381
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    Cited by:

    1. Amir Emami & Dianne H. B. Welsh & Ali Davari & Arash Rezazadeh, 2022. "Examining the relationship between strategic alliances and the performance of small entrepreneurial firms in telecommunications," International Entrepreneurship and Management Journal, Springer, vol. 18(2), pages 637-662, June.
    2. Jia-Wei Tang & Tsuen-Ho Hsu, 2018. "Utilizing the Hierarchy Structural Fuzzy Analytical Network Process Model to Evaluate Critical Elements of Marketing Strategic Alliance Development in Mobile Telecommunication Industry," Group Decision and Negotiation, Springer, vol. 27(2), pages 251-284, April.

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