Weitere Artikel dieser Ausgabe durch Wischen aufrufen
Whilst strategic alliance performance has been extensively researched through the resource-based lens, it has yet to be examined under the natural-resource-based view (NRBV) of the firm. Building on the NRBV, this article argues that a firm’s level of environmental proactiveness affects its level of alliance satisfaction. The argument is tested by surveying Norwegian CEOs, and the results confirm a positive relationship. Moreover, the partner’s environmental proactiveness equally influences the focal firm’s satisfaction with the alliance, in consistent with related studies. In addition to providing new empirical evidence in support of the NRBV, and extending the alliance performance literature, the findings add to the corporate environmentalism literature by offering insights on the virtues of green strategies in an underexplored context.
Bitte loggen Sie sich ein, um Zugang zu diesem Inhalt zu erhalten
Sie möchten Zugang zu diesem Inhalt erhalten? Dann informieren Sie sich jetzt über unsere Produkte:
Aaron, J. R., McMillan, A., & Cline, B. N. (2012). Investor reaction to firm environmental management reputation. Corporate Reputation Review, 15(4), 305–318. CrossRef
Albertini, E. (2013). Does environmental management improve financial performance? A meta-analytical review. Organization & Environment, 26(4), 431–457. CrossRef
Albino, V., Dangelico, R. M., & Pontrandolfo, P. (2012). Do inter-organizational collaborations enhance a firm’s environmental performance? A study of the largest U.S. companies. Journal of Cleaner Production, 37, 304–315. CrossRef
Ambec, S., & Lanoie, P. (2008). Does it pay to be green? A systematic overview. Academy of Management Perspectives, 22(4), 45–62. CrossRef
Anand, B. N., & Khanna, T. (2000). Do firms learn to create value? The case of alliances. Strategic Management Journal, March Special Issue, 21, 295–315.
Aragón-Correa, J. A., & Sharma, S. (2003). A contingent resource-based view of proactive corporate environmental strategy. Academy of Management Review, 28, 71–88. CrossRef
Ariño, A. (2003). Measures of strategic alliance performance: An analysis of construct validity. Journal of International Business Studies, 34, 66–79. CrossRef
Bae, J., & Gargiulo, M. (2004). Partner substitutability, alliance network structure, and firm profitability in the telecommunications industry. Academy of Management Journal, 47, 843–859. CrossRef
Banerjee, S. B. (2001). Managerial perceptions of corporate environmentalism: Interpretations from industry and strategic implications for organizations. Journal of Management Studies, 38(4), 489–513. CrossRef
Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17, 99–120. CrossRef
Berchicci, L., & King, A. (2007). Postcards from the edge: A review of the business and environment literature. Academy of Management Annals, 1, 513–547. CrossRef
Cacioppe, R., Forster, N., & Fox, M. (2008). A survey of managers’ perceptions of corporate ethics and social responsibility and actions that may affect companies’ success. Journal of Business Ethics, 82, 681–700. CrossRef
Castellucci, F., & Ertug, G. (2010). What’s in it for them? Advantages of higher-status partners in exchange relationships. Academy of Management Journal, 53(1), 149–166. CrossRef
Chan, Y. K. (2005). Does the natural-resource-based view of the firm apply in an emerging economy? A survey of foreign invested enterprises in China. Journal of Management Studies, 42, 625–672. CrossRef
Chen, T.-Y., Liu, H.-H., & Hsieh, W.-L. (2009). The influence of partner characteristics and relationship capital on the performance of international strategic alliances. Journal of Relationship Marketing, 8, 231–252. CrossRef
Chung, S., Singh, H., & Lee, K. (2000). Complementarity, status similarity and social capital as drivers of alliance formation. Strategic Management Journal, 21, 1–22. CrossRef
Cohen, W. M., & Levinthal, D. A. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35, 128–152. CrossRef
Das, T. K. (2006). Strategic alliance temporalities and partner opportunism. British Journal of Management, 13, 1–21. CrossRef
Das, T. K., & Teng, B. (1999). Managing risks in strategic alliances. Academy of Management Executive, 13(4), 50–62.
Das, T. K., & Teng, B. (2000). A resource-based theory of strategic alliances. Journal of Management, 26, 31–61. CrossRef
Das, T. K., & Teng, B. (2002). A social exchange theory of strategic alliances. In F. Contractor & P. Lorange (Eds.), Cooperative strategies and alliances (pp. 439–460). Oxford: Elsevier.
Das, T. K., & Teng, B. (2003). Partner analysis and alliance performance. Scandinavian Journal of Management, 19, 279–308. CrossRef
DeVellis, R. F. (2003). Scale development: Theory and Applications (2nd ed.). Thousand Oaks, CA: Sage.
Dillman, D. A. (2000). Mail and Internet surveys: The tailored design method. New York: Wiley.
Dollinger, M. J., Golden, P. A., & Saxton, T. (1997). The effect of reputation on the decision to joint venture. Strategic Management Journal, 18, 127–140. CrossRef
Doz, Y. L. (1996). The evolution of cooperation in strategic alliances: Initial conditions or learning processes? Strategic Management Journal, 17, 55–83. CrossRef
Dussauge, P., Garrette, B., & Mitchell, W. (2000). Learning from competing partners: Outcomes and durations of scale and link alliances in Europe, North America and Asia. Strategic Management Journal, 21, 99–126. CrossRef
Endrikat, J., Guenther, E., & Hoppe, H. (2014). Making sense of conflicting empirical findings: A meta-analytical review of the relationship between corporate environmental and financial performance. European Management Journal, 32(5), 735–751. CrossRef
Grant, R. M. (1991). The resource-based theory of competitive advantage: Implications for strategy formulation. California Management Review, 33(3), 114–135. CrossRef
Greve, H. R., Mitsuhashi, H., & Baum, J. A. C. (2012). Greener pastures: Outside options and strategic alliance withdrawal. Organization Science, 24(1), 79–98. CrossRef
Groebner, D. F., Shannon, P. W., Fry, P. C., & Smith, K. D. (2005). Business statistics—A decision-making approach. New Jersey, NY: Pearson/Prentice Hall.
Gulati, R., & Singh, H. (1998). The architecture of cooperation: Managing coordination costs and appropriation concerns in strategic alliances. Administrative Science Quarterly, 43, 781–814. CrossRef
Harman, H. H. (1967). Modern factor analysis. Chicago, IL: University of Chicago Press.
Harrigan, K. R. (1988). Strategic alliances and partner asymmetries. Management International Review, 28(4), 53–72.
Hart, S. L. (1995). A natural-resource-based view of the firm. Academy of Management Review, 20, 986–1014. CrossRef
Hart, S. L., & Ahuja, G. (1996). Does it pay to be green? An empirical examination of the relationship between emission reduction and firm performance. Business Strategy and the Environment, 5, 30–37. CrossRef
Hart, S. L., & Dowell, G. (2011). A natural-resource-based view of the firm: Fifteen years after. Journal of Management, 37, 1464–1479. CrossRef
Heimeriks, K. H., Bingham, C. B., & Laamanen, T. (2015). Unveiling the temporally contingent role of codification in alliance success. Strategic Management Journal, 36, 462–473. CrossRef
Homburg, C., Klarmann, M., Reimann, M., & Schilke, O. (2012). What drives key informant accuracy? Journal of Marketing Research, 49(4), 594–608. CrossRef
Judge, W. Q., & Douglas, T. J. (1998). Performance implications of incorporating natural environmental issues into the strategic planning process: An empirical assessment. Journal of Management Studies, 35, 241–262. CrossRef
Kale, P., & Singh, H. (2009). Managing strategic alliances: What do we know now, and where do we go from here? Academy of Management Perspectives, 23(3), 45–62. CrossRef
Klassen, R. D., & McLaughlin, C. P. (1996). The impact of environmental management on firm performance. Management Science, 42, 1199–1214. CrossRef
Klassen, R. D., & Vachon, S. (2003). Collaboration and evaluation in the supply chain: The impact on plant-level environmental investment. Production and Operations Management, 12, 336–352. CrossRef
Krishnan, R., Martin, X., & Noorderhaven, N. G. (2006). When does trust matter to alliance performance? Academy of Management Journal, 49(5), 894–917. CrossRef
Laine, M. (2010). The nature of nature as a stakeholder. Journal of Business Ethics, 96(1), 73–78. CrossRef
Lin, H. (2012). Strategic alliances for environmental improvements. Business and Society, 51(2), 335–348. CrossRef
Lin, Z., Yang, H., & Arya, B. (2009). Alliance partners and firm performance: Resource complementarity and status association. Strategic Management Journal, 30, 921–940. CrossRef
López-Gamero, M. D., Claver-Cortés, E., & Molina-Azorín, J. F. (2008). Complementary resources and capabilities for an ethical and environmental management: A qual/quan study. Journal of Business Ethics, 82, 701–732. CrossRef
Lunnan, R., & Haugland, S. A. (2008). Predicting and measuring alliance performance: A multidimensional analysis. Strategic Management Journal, 29, 545–556. CrossRef
Luo, X., & Deng, L. (2009). Do birds of a feather flock higher? The effects of partner similarity on innovation in strategic alliances in knowledge-intensive industries. Journal of Management Studies, 46(6), 1005–1030. CrossRef
Mahoney, J. T., & Pandian, J. R. (1992). The resource-based view within the conversation of strategic management. Strategic Management Journal, 13, 363–380. CrossRef
Makino, S., Chan, C. M., Isobe, T., & Beamish, P. W. (2007). Intended and unintended termination of international joint ventures. Strategic Management Journal, 28, 1113–1132. CrossRef
Mayer, K. J. (2006). Spillovers and governance: An analysis of knowledge and reputational spillovers in information technology. Academy of Management Journal, 49, 69–84. CrossRef
Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Management Review, 20(3), 709–734. CrossRef
Meschi, P.-X., Norheim-Hansen, A., & Riccio, E. L. (2016). Match-making in international joint ventures in emerging economies: Aligning asymmetric financial strength and equity stake. Management International Review. doi: 10.1007/s11575-016-0285-8.
Mitsuhashi, H. (2002). Uncertainty in selecting alliance partners: The three reduction mechanisms and alliance formation processes. International Journal of Organizational Analysis, 10(2), 109–133. CrossRef
Mitsuhashi, H., & Greve, H. R. (2009). A matching theory of alliance formation and organizational success: Complementarity and compatibility. Academy of Management Journal, 52, 975–995. CrossRef
Mjoen, H., & Tallman, S. (1997). Control and performance in international joint ventures. Organization Science, 8, 257–274. CrossRef
Mohr, J., & Spekman, R. (1994). Characteristics of partnership success: Partnership attributes, communication behavior, and conflict resolution techniques. Strategic Management Journal, 15, 135–152. CrossRef
Nielsen, B. B., & Nielsen, S. (2009). Learning and innovation in international strategic alliances: An empirical test of the role of trust and tacitness. Journal of Management Studies, 46(6), 1031–1056. CrossRef
Norheim-Hansen, A. (2015). Are ‘green brides’ more attractive? An empirical examination of how prospective partners’ environmental reputation affects the trust-based mechanism in alliance formation. Journal of Business Ethics, 132(4), 813–830. doi: 10.1007/s10551-014-2342-1.
Nunnally, J. C., & Bernstein, I. H. (1994). Psychometric theory. New York: McGraw-Hill.
Obloj, T., & Capron, L. (2011). Role of resource gap and value appropriation: Effect of reputation gap on price premium in online auctions. Strategic Management Journal, 32, 447–456. CrossRef
Parkhe, A. (1993). Strategic alliance structuring: A game theoretic and transaction cost examination of interfirm cooperation. Academy of Management Journal, 36(4), 794–829.
Peteraf, M. A. (1993). The cornerstones of competitive advantage: A resource-based view. Strategic Management Journal, 14, 179–191. CrossRef
Porter, M. E., & van der Linde, C. (1995). Green and competitive: Ending the stalemate. Harvard Business Review, 73(5), 120–134.
Russo, M. V., & Fouts, P. A. (1997). A resource-based perspective on corporate environmental performance and profitability. Academy of Management Journal, 40(3), 534–559.
Saxton, T. (1997). The effects of partner and relationship characteristics on alliance outcomes. Academy of Management Journal, 40, 443–461.
Shah, R. H., & Swaminathan, V. (2008). Factors influencing partner selection in strategic alliances: The moderating role of alliance context. Strategic Management Journal, 29, 471–494. CrossRef
Sharma, S., Aragón-Correa, J. A., & Rueda-Manzanares, A. (2007). The contingent influence of organizational capabilities on proactive environmental strategy in the service sector: An analysis of North American and European ski resorts. Canadian Journal of Administrative Sciences, 24, 268–283. CrossRef
Sharma, S., & Vredenburg, H. (1998). Proactive corporate environmental strategy and the development of competitively valuable organizational capabilities. Strategic Management Journal, 19, 729–753. CrossRef
Stafford, E. R., Polonsky, M. J., & Hartman, C. L. (2000). Environmental NGO-business collaboration and strategic bridging: A case analysis of the Greenpeace-Foron alliance. Business Strategy and the Environment, 9(2), 122–135. CrossRef
Stead, W. E., Worrell, D. L., & Stead, J. G. (1990). An integrative model for understanding and managing ethical behavior in business organizations. Journal of Business Ethics, 9, 233–242. CrossRef
Stinchcombe, A. L. (1965). Social structure and organizations. In J. G. March (Ed.), Handbook of organizations (pp. 142–193). Chicago, IL: Rand McNally.
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533. CrossRef
Tsang, E. W. K. (2002). Acquiring knowledge by foreign partners from international joint ventures in a transition economy: Learning-by-doing and learning myopia. Strategic Management Journal, 23(9), 835–854. CrossRef
Walls, J. L., Phan, P. H., & Berrone, P. (2011). Measuring environmental strategy: Construct development, reliability, and validity. Business and Society, 50(1), 71–115. CrossRef
Wassmer, U., Paquin, R., & Sharma, S. (2012). The engagement of firms in environmental collaborations: Existing contributions and future directions. Business & Society, XX(X), 1–33.
Weaver, G. R., Treviño, L. K., & Cochran, P. L. (1999). Corporate ethics practices in the Mid-1990’s: An empirical study of the Fortune 1000. Journal of Business Ethics, 18, 283–294. CrossRef
Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5, 171–180. CrossRef
Yan, A., & Gray, B. (1994). Bargaining power, management control and performance in United States-China joint ventures. Academy of Management Journal, 37(6), 1478–1517.
Yu, T., & Lester, R. H. (2008). Moving beyond firm boundaries: A social network perspective on reputation spillover. Corporate Reputation Review, 11(1), 94–108. CrossRef
Zollo, M., Reuer, J. J., & Singh, H. (2002). Interorganizational routines and performance in strategic alliances. Organization Science, 13(6), 701–713. CrossRef
- The Virtues of Green Strategies: Some Empirical Support from the Alliance Context
- Springer Netherlands
Neuer Inhalt/© Stellmach, Neuer Inhalt/© BBL, Neuer Inhalt/© Maturus, Pluta Logo/© Pluta, Neuer Inhalt/© hww, Voraussetzungen für wirtschaftliche additive Fertigung/© Marco2811 | Fotolia