000			01662naa a2200205uu 4500
001			0042614524337
003			OSt
005			20190211171219.0
008			100426s2009 xx ||||gr |0|| 0 eng d
100	1		_aLIN, Zhiang (John) _935388
245	1	0	_aAlliance partners and firm performance : _bresource complementarity and status association
260			_aBognor Regis : _bWiley-Blackwell, _cSeptember 2009
520	3		_aBridging the resource-based view and the institutional perspective, this study explores the performance consequences of firms' alliance partner selections by examining the interactions of resource complementarity and institutional associations (reflected through both societal and network status) between the firm and its partners. The integrative framework suggests that a joint consideration of resource complementarity and status effects, as well as important firm- and environmental-level contingent factors, are critical for understanding the underlying mechanisms of alliance formations and their effects on firm performance. Further, our study suggests that it is necessary to consider both societal and network status as they can have distinct effects under certain conditions. Our analyses of four U.S. industries (computer, steel, pharmaceutics, crude petroleum and natural gas) over a span of 13 years largely support our framework.
700	1		_aYANG, Haibin _939675
700	1		_aARYA, Bindu _935387
773	0	8	_tStrategic Management Journal _g30, 9, p. 921-940 _dBognor Regis : Wiley-Blackwell, September 2009 _xISSN 01432095 _w
942			_cS
998			_a20100426 _b1452^b _cDaiane
998			_a20100428 _b1654^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c32593 _d32593
041			_aeng