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Sequential Alliance Portfolios, Partner Reconfiguration and Firm Performance

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  • Jie Liang

    (School of Management, Xi’an Polytechnic University, Xi’an 710048, China)

  • Peng Shao

    (School of Management, Xi’an Polytechnic University, Xi’an 710048, China)

Abstract

This study develops multi-dimensional partner reconfiguration strategies and addresses how they affect firm performance in a series of alliance portfolios by applying the dynamic sustainable perspective. Using data collected from 565 fund product alliance portfolios initiated by 61 Chinese fund firms during a five-year period from 2007 to 2011, the empirical results indicate that both dropping active partners and adding new ones will reduce firm performance. By contrast, reintroducing previous partners will increase firm performance. The average tie strength of the last alliance portfolio moderates the influences of partner reconfigurations on firm performance. Specifically, it negatively moderates the effect of dropping active partners and positively moderates the effect of adding new partners. However, its moderating effect on the influence of reintroducing previous partners is insignificant. These findings have positive theoretical and practical significance for firms pursuing sustainable development by clarifying when and how partner reconfiguration strategies influence firm performance.

Suggested Citation

  • Jie Liang & Peng Shao, 2019. "Sequential Alliance Portfolios, Partner Reconfiguration and Firm Performance," Sustainability, MDPI, vol. 11(21), pages 1-20, October.
    • Handle: RePEc:gam:jsusta:v:11:y:2019:i:21:p:5904-:d:279693
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