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Le rôle des capacités organisationnelles dans le développement des réseaux d'entreprises: une application aux alliances

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Listed:
  • Jean-Luc Arrègle
  • Terry Amburgey
  • Tina Dacin

    (Groupe Edhec)

Abstract

We formulate the assumption that organizational capacities should have an impact on the number of allied partners, which is one way to optimize a company's alliances network. According to the path dependency effect, the development of new capacities involved in managing alliances depends on the similarity between current firm's capacities and the new ones. Five hypotheses, for five different organizational capacities, are tested on a sample of 2120 french small and medium size companies. Some organizational capacities have an impact on the number of allied partners. In conclusion, we develop the four main consequences of this results on alliance and firms network. understanding.

Suggested Citation

  • Jean-Luc Arrègle & Terry Amburgey & Tina Dacin, 1998. "Le rôle des capacités organisationnelles dans le développement des réseaux d'entreprises: une application aux alliances," Revue Finance Contrôle Stratégie, revues.org, vol. 1(1), pages 7-25, March.
    • Handle: RePEc:dij:revfcs:v:1:y:1998:i:q1:p:7-25
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    References listed on IDEAS

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    1. David J. TEECE, 2008. "Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy," World Scientific Book Chapters, in: The Transfer And Licensing Of Know-How And Intellectual Property Understanding the Multinational Enterprise in the Modern World, chapter 5, pages 67-87, World Scientific Publishing Co. Pte. Ltd..
    2. Udo Zander & Bruce Kogut, 1995. "Knowledge and the Speed of the Transfer and Imitation of Organizational Capabilities: An Empirical Test," Organization Science, INFORMS, vol. 6(1), pages 76-92, February.
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    Cited by:

    1. Amandine Pascal & Catherine Thomas, 2014. "A design theory for collaborative interorganizational knowledge management systems," Post-Print halshs-01059585, HAL.

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