Introduction to the theme
10 important questions on Introduction to the theme
A RBV- perspective on strategic alliances (just read this part)
›…the crucial distinction between acquiring such skills in the sense of gaining access to them – by taking out a license, utilizing a subassembly supplied by a partner, or relying on a partner’s employees for some critical operation – and actually internalizing a partner’s skill has seldom been clearly drawn.” ›“As long as a partner’s skill are embodied only in the outputs of the venture, they have no value outside the narrow terms of the agreement. Once internalized, however, they can be applied to new geographic markets, new products, and new businesses.”
What is Barney’s critique on the model of Porter to explain competitive advantages of firms? Barney (1991)
- Porter’s model assumes that firms in one industry are identical in terms of the strategically relevant resources they control and the strategies they pursue.
- In case resource heterogeneity develops, this won’t be for long because the resources that firms use to implement their strategies are highly mobile.
- Concerning the RBV, these two assumptions eliminate firm source heterogeneity and immobility as a possible source of CA.
How does Barney define sustained competitive advantages? Barney (1991)
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Explain how Dyer & Singh’s paper both builds and extents the framework of Barney. Dyer & Singh (1998)
What are typical characteristics of market transactions? What are the implications for the formation of relationships between firms? Dyer & Singh (1998)
- 1.Nonspecific asset investments,
2.Minimal information exchange
3.Separable technological and functional systems within each firm that are characterized by low levels of interdependence
4.Low transaction costs and minimal investment
·Easiness of switching trade partners, but incapability of creating relational rents (supernormal profit) because there is nothing idiosyncratic about the exchange relationship that enables the two parties to generate profits above and beyond what other seller-buyer combinations can generate.
How do alliances that generate competitive advantages (i.e., create relational rents) depart from market transactions? Dyer & Singh (1998)
- .Investments in relation-specific assets
2.Substantial knowledge exchange, including
3.Combining of complementary, but scarce, resources or capabilities
4.Lower transaction costs than competitor alliances, owing to more effective governance mechanisms.
·Alliances generate a CA only as they move the relationship away from the attributes of market relationships.
What are the three types of asset specificity and what is their effect of the creation of relational rents? Dyer & Singh (1998)
2.Physical asset specificity: refers to transaction-specific capital investments that tailor processes to particular exchange partners. It allows for product variation and higher quality by increasing product integrity or fit.
3.Human asset specificity: refers to transaction-specific know-how accumulated by trans actors through long-standing relationships. Communicate more efficiently and effectively, reducing communication errors and thereby enhancing quality and increasing speed to market.
What are the two types of governance mechanisms that Dyer & Singh mention in their paper? Give an example for each type. Dyer & Singh (1998)
- 1.Third-party enforcement of agreement: TCE: Third party enforcer (state, contracts): Laws against monopolism (Kaisers-Edeka Fusion)
2.Self-enforcing agreement: Safeguards that allow for self enforcement
a.Formal safeguards: financial and investment hostages: to control for opportunism: stock purchases of the other company
b.Informal safeguards: Goodwill trust or Embeddedness, Reputation:
Give an example for inter-organizational asset interconnectedness. Dyer & Singh (1998)
If firms do not own strategic resources they could consider purchasing them on markets (e.g. through consultants, hiring a manager from a competitor). Do you agree or disagree with this statement?
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