Business Commons^™

Charting New Courses To Enter Foreign Markets: Conceptualization, Theoretical Framework, And Research Directions On Non-Traditional Entry Modes, Keith D. Brouthers, Liang Chen, Sali Li, Noman Shaheer

Research Collection Lee Kong Chian School Of Business

Recent advances in digitalization and increasing integration of international markets are paving the way for a new generation of firms to use non-traditional entry modes that are largely marginalized in previous entry mode studies. While extant research revolves around the level of resource commitment and control in foreign activities, non-traditional modes are encapsulated by the extent of embeddedness required for exploring new and/or exploiting existing resources. In particular, we draw attention to four such categories of non-traditional entry modes the literature has touched on, i.e., capital access, innovation outposts, virtual presence, and the managed ecosystem. We explore the key attributes, …

Knowledge Recombination And Inventor Networks: The Asymmetric Effects Of Embeddedness On Knowledge Reuse And Impact, Simon J.D. Schillebeeckx, Yimin Lin, Gerard George, Tufool Alnuaimi

Research Collection Lee Kong Chian School Of Business

Inventors are triply embedded. They are embedded in a network of knowledge components that they can reuse in future inventions. They are embedded in an inventor network, where internal embeddedness (the strength of relationships between focal inventors and their colleagues upon whose knowledge the team builds) and network centrality influence access to information. Finally, they are embedded in the firm, with its specific routines that favor external or internal knowledge search, what we call search orientation. Using a sample of 39,785 semiconductor patents, we study the pattern of knowledge reuse, or the recombination of technologically similar components, on invention impact. …

When The Weak Are Mighty: A Two‐Sided Matching Approach To Alliance Performance, Darcy Fudge Kamal, Florence Honoré, Cristina Nistor

Business Faculty Articles and Research

Research Summary

Network centrality is an important determinant of alliance performance. However, estimating how each alliance member's centrality affects alliance performance is challenging because the end market might value each partner's contribution differently. We solve this empirical question with a two‐sided matching model that accounts for the partners' endogenous selection and estimates the effect of each side's centrality and input quality on performance. We implement the method in the novel context of the Thoroughbred horse industry, in foal‐sharing alliances between buyers and suppliers. We find that buyer centrality has a larger marginal effect on the alliance performance than the supplier …

What Do I Want? The Effects Of Individual Aspiration And Relational Capability On Collaboration Preferences, Simon J. D. Schillebeeckx, Sankalp Chaturvedi, Gerard George, Zella King

Research Collection Lee Kong Chian School Of Business

We examine individuals' collaboration preferences in the Knowledge Transfer Network (KTN) for the UK plastics electronics sector. Using conjoint analysis, we investigate how aspiration gaps and relational capability affect the value placed on potential organizational collaborations. Aspiration gaps reflect individuals' perception of whether they are ahead of or behind peers on their career trajectory, and relational capability captures three distinct dimensions: networking skills, openness to collaborate, and network awareness. Our findings suggest that positive and negative aspiration gaps augment preferences to form organizational partnerships. These effects are positively moderated by networking skills and openness and negatively moderated by network awareness. …

Ecosystem Advantage: How To Successfully Harness The Power Of Partners, Peter James Williamson, Arnoud De Meyer

Arnoud DE MEYER

Changes in the global environment are generating opportunities for companies to build advantage by creating loosely coupled networks or ecosystems. Ecosystems are larger, more diverse, and more fluid than a traditional set of bilateral partnerships or complementors. By leveraging ecosystems, companies can deliver complex solutions while maintaining corporate focus. This article describes six keys to unlock ecosystem advantage: pinpointing where value is created, defining an architecture of differentiated partner roles, stimulating complementary partner investments, reducing the transaction costs, facilitating joint learning across the network, and engineering effective ways to capture profit.

Friends And Foes: The Dynamics Of Dual Social Structures, Maxim Sytch, Adam Tatarynowicz

Research Collection Lee Kong Chian School Of Business

This paper investigates the evolutionary dynamics of a dual social structure encompassing collaboration and conflict among corporate actors. We apply and advance structural balance theory to examine the formation of balanced and unbalanced dyadic and triadic structures, and to explore how these dynamics aggregate to shape the emergence of a global network. Our findings are threefold. First, we find that existing collaborative or conflictual relationships between two companies engender future relationships of the same type, but crowd out relationships of the different type. This results in (a) an increased likelihood of the formation of balanced (uniplex) relationships that combine multiple …

The Power Of The Weak, Martin Gargiulo, Gokhan Ertug

Research Collection Lee Kong Chian School Of Business

Weak organizational actors can overcome the consequences of their dependence by securing the control of valuable resources or by embedding dependence relationships into social networks. While these strategies may not eliminate the underlying dependence, they can curtail the ability or the willingness of the stronger party to use power. Embedding strategies, however, can also have unintended consequences. Because the network structures that confer power to the weak are inherently more stable, they can persist beyond the point of being beneficial, trapping weak actors into unsuitable network structures. The power of the weak can thus become the weakness of the strong.

Exploring The Locus Of Invention: The Dynamics Of Network Communities And Firms' Invention Productivity, Maxim Sytch, Adam Tatarynowicz

Research Collection Lee Kong Chian School Of Business

Departing from prior research analyzing the implications of social structure for actors' outcomes by applying either an ego network or a global network perspective, this study examines the implications of network communities for the invention productivity of firms. Network communities represent dense and nonoverlapping structural groups of actors in a social system. A network community lens helps identify new ways to study firms' access to diverse knowledge inputs in a dynamic system of interorganizational relationships. Specifically, we examine how the membership dynamics of a network community affect the invention productivity of member firms by either enabling or constraining access to …

Ecosystem Advantage: How To Successfully Harness The Power Of Partners, Peter James Williamson, Arnoud De Meyer

Research Collection Lee Kong Chian School Of Business

Changes in the global environment are generating opportunities for companies to build advantage by creating loosely coupled networks or ecosystems. Ecosystems are larger, more diverse, and more fluid than a traditional set of bilateral partnerships or complementors. By leveraging ecosystems, companies can deliver complex solutions while maintaining corporate focus. This article describes six keys to unlock ecosystem advantage: pinpointing where value is created, defining an architecture of differentiated partner roles, stimulating complementary partner investments, reducing the transaction costs, facilitating joint learning across the network, and engineering effective ways to capture profit.

Gift Giving And The Creation Of Trust, Martin Mathews

Martin Mathews

We examine the role that gift giving plays in industrial districts and in particular the role of gift giving in the creation of inter-organisational trust. Inter-organisational exchanges in a mature industrial district are analyzed using Mauss’ theoretical framework of gift-giving, receiving and counter-giving. Actors in embedded network relationships frequently exchange gifts and favours. This gift giving is a fundamental part of the relationship. Gift giving is found to be instrumental in creating and maintaining relationships, defining group and individual identity and resolving conflicts. The originality of our findings lies in the fact that despite the ideology of the purely altruistic …

The Shifting Geography Of Competitive Advantage: Clusters, Networks And Firms, Mark Jenkins, Stephen Tallman

Management Faculty Publications

We consider the dynamics of knowledge-based sources of advantage as they move between geographical locations and multinational and other firm level networks using the specialist context of Formula 1 motor over a fifty nine year period. We suggest that shifts in competitive advantage are underpinned by the movement of both architectural and component knowledge at both the firm and cluster level, and in particular we suggest that isolated firms can both benefit from and add to cluster level knowledge. We conclude by suggesting ways in which MNEs can adapt their approach to both location and knowledge development in order to …

East Vs. West: Strategic Marketing Management Meets The Asian Networks, George T. Haley, Chin Tiong Tan

Research Collection Lee Kong Chian School Of Business

Strategic management in Asia is different. Decision-making differs from that taught in Western, and even Asian, schools of business. In the last decade, the influence of Japanese management systems on Western management practice has become evident. Though the Japanese economy is the world's second largest, and Japan's population substantial, neither compares with the combined economies and combined populations of non-Japanese Asia. The influence of the most aggressive elements of the non-Japanese Asian business communities, the Overseas Chinese and Overseas Indian Networks cannot help to be felt on Western management practice. This article explains why this difference in decision-making styles exists, …