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The Permeability of Network Boundaries: Strategic Alliances in the Japanese Electronics Industry in the 1990s

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  • Guillot, Didier
  • Lincoln, James R.

Abstract

This paper looks at the choice of strategic partners for alliance formation in the Japanese electronics industry during the post-bubble economic period 1992-97. Results from a dyad analysis of 128 companies suggest that firms tend to look for partners within their existing vertical keiretsu networks of organizations for alliances that target the creation of resources that build on existing knowledge (production or distribution) but that this common keiretsu effect disappears for alliances that involve new knowledge creation (new product or technology development). The role of corporate networks, environmental uncertainty and their implications for our understanding of strategic alliance formation and the dynamics of social networks are discussed.

Suggested Citation

  • Guillot, Didier & Lincoln, James R., 2001. "The Permeability of Network Boundaries: Strategic Alliances in the Japanese Electronics Industry in the 1990s," CEI Working Paper Series 2001-6, Center for Economic Institutions, Institute of Economic Research, Hitotsubashi University.
    • Handle: RePEc:hit:hitcei:2001-6
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    File URL: https://hermes-ir.lib.hit-u.ac.jp/hermes/ir/re/13967/wp2001-6a.pdf
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    References listed on IDEAS

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    1. Gordon Walker & Bruce Kogut & Weijian Shan, 1997. "Social Capital, Structural Holes and the Formation of an Industry Network," Organization Science, INFORMS, vol. 8(2), pages 109-125, April.
    2. Chandler, Alfred Jr., 1982. "The M-form: Industrial groups, American style," European Economic Review, Elsevier, vol. 19(1), pages 3-23.
    3. Nonaka, Ikujiro & Nishiguchi, Toshihiro, 2001. "Knowledge Emergence: Social, Technical and Evolutionary Dimensions of Knowledge Creation," OUP Catalogue, Oxford University Press, number 9780195130638.
    4. Goto, Akira, 1982. "Business groups in a market economy," European Economic Review, Elsevier, vol. 19(1), pages 53-70.
    5. Christina L. Ahmadjian & James R. Lincoln, 2001. "Keiretsu, Governance, and Learning: Case Studies in Change from the Japanese Automotive Industry," Organization Science, INFORMS, vol. 12(6), pages 683-701, December.
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    Cited by:

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