Baum et al. (2000) "Don't go it alone
21 important questions on Baum et al. (2000) "Don't go it alone
What do the authors hypothesize?
- Establishing alliances
- Configuring them into an efficient network that provides access to diverse informatin and capabilities with minimum costs of redundancy, conflict, and complexity
- Judiciously allying with potential rivals that provide more opportunity for learning and less riks of intra-alliance rivalry
Which multiple measures of performance are examined?
- Revenue growth
- Employment growth
- R&D spending growth
- Patenting success
Which two sets of founding conditions are emphasized by Stinchcombe (1965)?
- Organizational
- Environmental
- Higher grades + faster learning
- Never study anything twice
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What is the organizational founding condition?
What is the environmental founding condition?
What has the recent research on alliances and networks stressed?
When should a new firm's alliances provide a significant buffer against the hazards typically faced by start-ups?
- If a new firm lacks resources and suffers in the marketplace from uncertainty about its wares
- If alliances provide both access to resources it lacks and favorable signals about the firm when its true qualtities are least well known
By forming strategic alliances, startups can thus potentially access
Technical
Commercial competitive resources that normally require years of operating experience to acquire
What are the advantages that startups are usually associated with by forming interorganizational alliances?
- Access to strategic and operational knowhow
- Possession of stable exchange relationships and innovative capabilities
- External endorsement of its operations
- The perceived quality and reliability of its products and services among potential customers, suppliers, employees, collaborators, and investors
Which factors are likely to influence the effectiveness of a startup's alliance configuration?
- Redundancy (overtolligheid)
- Internal conflict
- Complexity
Why does the growth in the number of alliances increases potential partner redundancy?
Where may a highly redundant configuration even prevent a firm from?
Where does the potential for conflict depends on?
Which two opposing effects can internal conflict have?
- It can increase flexibility (to a certain point), foster innovation, and ensure security of access to critical complementary assets
- It can fragment the network as partners' competing interest pull in different directions, members fail to reach sufficient scale of returns to invest in the alliance, and appropriation concerns derail cooperative efforts
What are efficient alliance configurations?
Why are startups drive to forge alliances with their potential rivals?
Where can startups gain access to by allying with potential rivals?
Where do the hazards of allying with potential rivals hinge on?
Where may alliance benefits also vary by?
What do high quality partners possess?
Which alliances are the most promising opportunities to learn new routines and acquire advanced technological knowhow?
The question on the page originate from the summary of the following study material:
- A unique study and practice tool
- Never study anything twice again
- Get the grades you hope for
- 100% sure, 100% understanding
