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Configuration and Development of Alliance Portfolios: A Comparison of Same-Sector and Cross-Sector Partnerships

Author

Listed:
  • Roberto Gutiérrez

    (Universidad de los Andes)

  • Patricia Márquez

    (University of San Diego)

  • Ezequiel Reficco

    (Universidad de los Andes)

Abstract

Management of different types of partnerships plays a decisive role in company performance. Complex business ventures, such as those created to serve low-income populations, usually include both cross- and same-sector partnerships. However, the initial diversity featured in these alliance portfolios diminishes as companies take their ventures up to scale. This article develops theoretical propositions about the evolution and configuration patterns of portfolios that include both cross- and same-sector partnerships. Two longitudinal case studies serve to illustrate the theoretical framework developed for alliance portfolios that include both types of partnerships. Companies that create such portfolios adopt partnership strategies that follow paths also identified in the evolution of portfolios only made up of partnerships with other private firms: i.e., an evolution from adapting to shaping and exploiting strategies.

Suggested Citation

  • Roberto Gutiérrez & Patricia Márquez & Ezequiel Reficco, 2016. "Configuration and Development of Alliance Portfolios: A Comparison of Same-Sector and Cross-Sector Partnerships," Journal of Business Ethics, Springer, vol. 135(1), pages 55-69, April.
    • Handle: RePEc:kap:jbuset:v:135:y:2016:i:1:d:10.1007_s10551-015-2729-7
    DOI: 10.1007/s10551-015-2729-7
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    6. Paul Chiambaretto & Ulrich Wassmer, 2019. "Resource utilization as an internal driver of alliance portfolio evolution: The Qatar Airways case (1993-2010)," Post-Print hal-02517645, HAL.
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