When Unconnected Others Connect: Does Degree of Brokerage Persist After the Formation of a Multipartner Alliance?

被引:24
作者
Yin, Xiaoli [1 ]
Wu, Jianfeng [2 ]
Tsai, Wenpin [3 ]
机构
[1] CUNY Bernard M Baruch Coll, Dept Management, New York, NY 10010 USA
[2] Univ Int Business & Econ, Sch Business, Beijing 100029, Peoples R China
[3] Penn State Univ, Dept Management & Org, University Pk, PA 16802 USA
关键词
brokerage; networks; multipartner alliances; RESEARCH-AND-DEVELOPMENT; STRUCTURAL HOLES; DEVELOPMENT CONSORTIA; SOCIAL-STRUCTURE; FIRM CAPABILITIES; SOCIOLOGICAL FORM; NETWORKS; PERFORMANCE; CENTRALITY; POWER;
D O I
10.1287/orsc.1110.0711
中图分类号
C93 [管理学];
学科分类号
12 ; 1201 ; 1202 ; 120202 ;
摘要
In contrast with previous research that emphasizes brokerage benefits by keeping other actors separated, this study investigates the conditions in which the degree of brokerage persists in subsequent network development when previously disconnected actors are no longer kept separate in a multipartner alliance setting. Analyses of longitudinal alliance data collected from 95 firms in the aircraft, airline, chemical, and energy industries suggest that after forming a multipartner alliance through an industry-sponsored e-marketplace, a firm with greater prior brokerage is more likely to remain influential and persist in its degree of brokerage in the subsequent alliance network when (1) the multipartner alliance has more partners and (2) size heterogeneity among partners is either low or high. The findings add to network research by offering a refined understanding of brokerage dynamics.
引用
收藏
页码:1682 / 1699
页数:18
相关论文
共 125 条
[1]   Collaboration networks, structural holes, and innovation: A longitudinal study [J].
Ahuja, G .
ADMINISTRATIVE SCIENCE QUARTERLY, 2000, 45 (03) :425-455
[2]  
Aiken LS., 1991, MULTIPLE REGRESSION
[3]   NEW LOOK AT STATISTICAL-MODEL IDENTIFICATION [J].
AKAIKE, H .
IEEE TRANSACTIONS ON AUTOMATIC CONTROL, 1974, AC19 (06) :716-723
[4]   RESEARCH-AND-DEVELOPMENT CONSORTIA IN THE UNITED-STATES AND JAPAN [J].
ALDRICH, HE ;
SASAKI, T .
RESEARCH POLICY, 1995, 24 (02) :301-316
[5]  
[Anonymous], 2000, BUSINESS WIRE 0725
[6]   COALITION-FORMATION IN STANDARD-SETTING ALLIANCES [J].
AXELROD, R ;
MITCHELL, W ;
THOMAS, RE ;
BENNETT, DS ;
BRUDERER, E .
MANAGEMENT SCIENCE, 1995, 41 (09) :1493-1508
[7]  
Baker W.E., 1999, Corporate Social Capital and Liability, P89
[8]   The evolution of collective strategies among organizations [J].
Barnett, WP ;
Mischke, GA ;
Ocasio, W .
ORGANIZATION STUDIES, 2000, 21 (02) :325-354
[9]  
Baum JAC, 2000, STRATEGIC MANAGE J, V21, P267, DOI 10.1002/(SICI)1097-0266(200003)21:3<267::AID-SMJ89>3.0.CO
[10]  
2-8