Abstract
Entrepreneurial Orientation may significantly benefit from inter-firm strategic alliances,although the effects have not been examined sufficiently in the literature. In this study, weexamine how one type of alliance, learning alliances, measured by knowledge acquisitionand absorptive capacity, can spur entrepreneurial orientation, which we capture throughinnovativeness, risk taking, and proactiveness. Then, we also investigate the influence oflearning alliances and entrepreneurial orientation on business performance. Therefore, weperform a cross-sectional study of SME in Portugal. Regarding the impact of learning allianceson business performance, the influence of knowledge acquisition and absorptivecapacity shows a heterogenic picture. When we incorporate entrepreneurial orientation inthe analysis, proactiveness is the most significant dimension in all performance indicators.In short, we must dispute that strategic learning alliances per se are important for entrepreneurialorientation and performance. The article ends up highlighting implications andsuggestions for future researchReferences
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135–153.
Antoncic, B. and Prodan, I. (2008). Alliances, corporate technological entrepreneurship and firm performance: testing a model on manufacturing firms. Technovation, 28(5): 257-265.
Baum, J. A., Calabrese, T. and Silverman, B. S. (2000). Don’t go it alone: Alliance Network Composition and Startups’ Performance in Canadian Biotechnology. Strategic Management Journal, 21(3), 267-294.
Brown, S. L. and Eisenhardt, K. M. (1995). Product development: past research, present findings, and future directions. Academy of Management Review, 20: 342-378.
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Bucklin, L. P. and Sengupta, S. (1993). Organizing successful co-marketing alliance. Journal of Marketing, 57(2): 32-46.
Chiaromonte, F. (2004). Competitive advantage, employment and innovation management models, International Journal of Entrepreneurship and Innovation Management, 4(4): 308-319.
Cohen, W. and Levinthal, D. (1990). Absorptive Capacity: A New Perspective on Learning and Innovation. Administrative Science Quarterly, 35(1): 128-152.
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Blackwell Publishers: 203-217.
Covin, J. G. (1991). Entrepreneurial versus Conservative Firms: A comparison of strategies and performance. Journal of Management Studies, 28: 439–62.
Covin, J. G. and Slevin, D. P. (1986). The development and testing of an organizational-level entrepreneurship scale, in Frontiers of Entrepreneurship Research, ed. by R. Onstadt, J. A. Hornaday, R. Peterson, and K. H. Vesper. Babson College,Wellesley, MA.
Covin, J. G. and Slevin, D. P. (1989). Empirical relationship among strategic posture environmental context variables, and new venture performance, Frontiers Entrepreneurship Research,
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Covin, J. G. and Slevin, D. P. (1991). A conceptual model of entrepreneurship as firm behavior. Entrepreneurship Theory and Practice, 16: 7–24.
Cummings, J.L. and Teng, B. (2003). Transferring R&D knowledge: the key factors affecting knowledge transfer success. Journal of Engineering and Technology Management, 20: 39–68.
Das, T. K. and Teng, B. (2000). A resource-based theory of strategic alliances. Journal of Management, 26: 31–61.
Davidsson, P. (1989). Continued Entrepreneurship and Small Firm Growth, Stockholm: Stockholm School of Economics.
Deeds, D. (2001). The role of R&D intensity, technical development and absorptive capacity in creating entrepreneurial wealth in high technology start-ups. Journal of Engineering and Technology Management, 18(1): 29-47.
Deeds, D. L. and Hill, C. W. (1996). Strategic alliances and the rate of new product development: an empirical study of entrepreneurial firms’. Journal of Business Venturing, 11: 41–55.
Dess, G. G., Lumpkin G. T. and Eisner A. B. (2008). Strategic management – creating competitive advantage, 4 th ed., New York: McGraw-Hill/Irwin.
Dollinger, M. J. and Golden, P. A. (1992). Interorganizational and collective strategies in small firms: environmental effects and performance. Journal of Management, 18: 695–716.
Doz, Y. L. (1996). The evolution of cooperation in strategic alliances: initial conditions or learning processes?. Strategic Management Journal, 17, Summer Special Issue: 55–83.
Doz, Y. L. and Hamel, G. (1998). Alliance advantage: the art of creating value through partnering. Boston, MA:
Dubini, P. and Aldrich, H. (1991). Personal and extended networks are central to the entrepreneurial process. Journal of Business Venturing, 6: 305–313.
Eisenhardt, K and Schoonhoven, C. (1996). Resource-based view of strategic alliance formation: strategic and social effects in entrepreneurial firms. Organization Science, 7(2): 136-150.
Forrest, J. E. (1990). Strategic alliances and the small technology-based firm. Journal of Small Business Management, July: 37-45.
Franco, M. (2001). O processo de cooperação nas empresas portuguesas: formação, implementação e desenvolvimento. Unpublished Doctoral Thesis, University of Beira Interior, Portugal.
Franco, M. J. (2003). Collaboration among SMEs as a mechanism for innovation: an empirical study. New England Journal of Entrepreneurship, 6(1): 23-32.
Garnsey, E., Stam, E. and Heffernan, P. (2006). New firm growth: exploring processes and paths, Industry and Innovation, 13(1): 1-20.
Geringer, J. M. and Hebert, L. (1991). Measuring performance of international joint ventures. Journal of International Business Studies, 22(2): 249-263.
Glaister, K. W. and Buckley, P. J. (1996). Strategic motives for international alliance formation. Journal of Management Studies, 33(3): 301-332.
Golden, P. A. and Dollinger, M. (1993). Cooperative alliances and competitive strategies in small manufacturing firms. Entrepreneurship Theory and Practice, 17: 43–56.
Granovetter, M. S. (1973). The strength of weak ties. American Journal of Sociology, 78(6): 1360–1380.
Greene, P. and Brown, T. E. (1997). Resources needs and the dynamic capitalism typology, Journal of Business Venturing, 12(3), 161-173.
Gulati, R. (1995a). Does familiarity breed trust? The implication of repeated ties for contractual choice in alliances. Academy of Management Journal, 38: 85–112.
Gulati, R. (1995b). Social structure and alliance formation patterns: a longitudinal analysis’. Administrative Science Quarterly, 40: 619–52.
Guth, W. D. and Ginsberg, A. (1990). Guest editors’ introduction: corporate entrepreneurship. Strategic Management Journal, 11, Summer Special Issue: 5–15.
Hamel, G. (2000). Leading the revolution. Harvard University Press: Cambridge, MA.
Hamel, G. and Doz, Y. L. (1989). Collaborate with your competitors – and win. Harvard Business Review, 67: 133.
Heidemann Lassen, A. (2007). Corporate entrepreneurship: an empirical study of the importance of strategic considerations in the creation of radical innovation. Managing Global Transitions,
5(2): 109-131.
IAPMEI (2004). Estrutura empresarial em Portugal – 2003, Edição do IAPMEI
Janney, J. J. and Dess, G. G. (2006). When entrepreneurs bundle resources: toward an integration of entrepreneurial-orientation and the resource-based view of the firm, in: M. Afzalur
Rahim (ed.), Current Topics in Management, Transaction Publishers, New Brunswick, USA, vol. 11, 157-173.
Jennings, B. and Lumpkin, J. (1989). Functioning modeling corporate entrepreneurship: an empirical integrative analysis. Journal of Management, 15(3): 485-502.
Kale, P., Singh, H. and Perlmutter, H. (2000). Learning and protection of proprietary assets in strategic alliances: building relational capital. Strategic Management Journal, 21(3): 217-237.
Kantis, H. (1998). Alianzas estratégicas en el proceso de internacionlización de las PYMES argentinas, Unpublished Doctoral Thesis, December, Universidad Autónoma de Barcelona, Spain.
Kazanjian, R. K., Drazin, R. and Glynn, M. A. (2001). Implementing strategies for corporate entrepreneurship: a knowledge-based perspective, in: Hitt, M.A., Ireland, R.D., Camp, S.M. and Sexton, D.L. (eds.), Strategic entrepreneurship: creating a new mindset. Blackwell, Oxford, UK: 173-200.
Khanna, T., Gulati, R. and Nohria, N. (1998). The dynamics of learning alliances: competition, cooperation, and relative scope. Strategic Management Journal, 19: 193–210.
Kogut, B. (1988). Joint ventures: theoretical and empirical perspectives. Strategic Management Journal, Vol. 9: 319-332.
Kuratko, D. F., Montagno, R. V. and Hornsby, J. S. (1990). Developing an intrapreneurial assessment instrument for an effective corporate entrepreneurial environment. Strategic Management Journal, 11: 49-58.
Lee, C., Lee, K. and Pennings, J. M. (2001). Internal capabilities, external networks, and performance: study on technology-based ventures. Strategic Management Journal, 22: 615–640.
Lumpkin, G. and Dess, G. G. (1996). Clarifying the entrepreneurial orientation construct and linking it to performance. Academy Management Review, 21(1): 135–172.
Luo, X., Zhou, L. and Liu, S. S. (2005). Entrepreneurial firms in the context of China’s transition economy: an integrative framework and empirical examination. Journal of Business Research, 58(3): 277-284.
Marino, L., Strandholm, K., Steensma, H. K. and Weaver, K. M. (2002). The moderating effect of national culture on the relationship between entrepreneurial orientation and strategic alliance portfolio extensiveness. Entrepreneurship Theory and Practice, 26: 145–60.
Mason, J. C. (1993). Strategic alliances: partnering for success. Management Review, May: 10-15.
McEvily, S. K. and Chakravarthy, B. (2002). The persistence of knowledge-based advantage: an empirical test for product performance and technological knowledge. Strategic Management Journal, 23(4): 285-305.
McGee, J. E. and Dowling, M. J. (1994). Using R&D cooperative arrangements to leverage managerial experience: a study of technology intensive new ventures. Journal of Business Venturing, 9: 33–48.
McGrath, R.G. (2001). Exploratory learning, innovative capacity, and managerial oversight. Academy of Management Journal, 44: 118-131.
McGrath, R. G., Venkataraman, S. and MacMillan, I. C. (1994). The advantage chain: antecedents to rents from internal corporate ventures. Journal of Business Venturing, 9(5): 351-369.
Miles, M. P. and Covin, J. G. (2002). Exploring the practice of corporate venturing: some common forms and their organizational implications. Entrepreneurship: Theory & Practice, 26(3): 21-40.
Miller, D. (1983). The correlates of entrepreneurship in three types of firms. Management Science, 29(7): 770–791.
Miller, D. and Friesen, P. (1982). Innovation in conservative and entrepreneurial firms: two Morris, M. H. and Sexton, D. L. (1996). The concept of entrepreneurial intensity: implications
for company performance. Journal of Business Research, 36: 5-13.
Morrison, M. and Mezentseff, L. (1997). Learning alliances – a new dimension of strategic alliances. Management Decision, 35(5): 351-357.
Parkhe, A. (1993). Strategic alliance structuring: a game theory and transaction cost examination of interfirm cooperation. Academy of Management Journal, 36: 794–829.
Peng, M. W. and Luo, Y. (2000). Managerial ties and firm performance in a transition economy: the nature of a micro-macro link. Academy of Management Journal, 43(3): 485–501.
Pfeffer, J. and Salancik, G. R. (1978). The external control of organizations: a resource dependence perspective. New York: Harper and Row.
Rothaermel, F. T. and Deeds, D. L. (2006). Alliance type, alliance experience and alliance management capability in high-technology ventures. Journal of Business Venturing, 21(4): 429-460.
Sarkar, M. B., Echambadi, R. and Harrison, J. S. (2001). Alliance entrepreneurship and firm market performance. Strategic Management Journal, 22(6/7): 701–711.
Saunders, M. N., Lewis, P. and Thornhill, A. (2003). Research methods for business students. 3rd Ed., Pearson Prentice Hall, England.
Schollhammer, H. (1982). Internal Corporate Entrepreneurship, Encyclopaedia of Entrepreneurship, Prentice Hall: 209-223.
Shendel, D. (1990). Introduction to the special issue on corporate entrepreneurship. Strategic Management Journal, 11: 1-3.
Stafford, E. R. (1994). Using co-operative strategies to make alliances work. Long Range Planning, 27(3): 64-74.
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