Interfrm Cooperation Strategy of Hyper-Growth and Stable-Growth ICT Firms in Sweden

• Authors: Golonka Monika
• Languages of publication: EN

Abstracts

EN

Purpose: The main purpose of this study was to compare the phenomenon of interfrm cooperation strategy in both hyper-growth, and stable-growth knowledge and technology–intensive frms, in a country characterized by a high level of generalized trust: Sweden. Methodology: Qualitative methods were incorporated: direct semistructured interviews with top managers in 13 ICT frms (8 hyper-growth and 5 stable-growth), analyzis of reports, corporate websites and press releases. Furthermore, interviews in 3 expert frms in the industry were conducted, facilitating interfrm cooperation. Conclusions: There were signifcant differences in interfrm cooperation strategy in two distinguished groups of the frms: hyper-growth, and stable-growth. Managers’ individual approaches to uncertainty, strategy and cooperation might be more important than institutional settings. The ICT frms operate in a constantly changing global environment and local context seems to have only a minor impact on the rules of the game in the industry. Research limitations: This study was a qualitative explorative approach as an introduction to further empirical research. Originality: The study presents an interfrm cooperation phenomenon incorporating different perspectives and settings. It contributes to alliance portfolio literature (forming and managing of alliance portfolio in a different context/country/industry), and enhances understanding of frm strategies characterized by different growth rates.

Keywords

EN

interfrm cooperation; alliance portfolio; ICT; hyper-growth frms; strategy

• Publisher: Akademia Leona Koźmińskiego
• Journal: Journal of Management and Business Administration. Central Europe
• Year: 2016
• Issue: 4
• Pages: 70-87

Dates

published

2016-12-15

Contributors

author

Golonka Monika

• Kozminski University

References

• 1. Baum, J.A.C., Rowley, T.J., Shipilov, A.V. and Chuang, Y.-T. (2005). Dancing with strangers: aspiration performance and the search for underwriting syndicate partners. Administrative Science Quarterly, 50(4): 536–575.
• 2. Cassia, L. and Minola, T. (2012). Hyper-growth of SMEs: toward an entrepreneurial orientation and strategic resources. International Journal of Entrepreneurial Behaviour & Research, 18(2): 179–197, https://doi.org/10.1108/13552551211204210
• 3. Cassia, L., Cogliati, G., Minola, T. and Palear, S. (2009). Hyper growth among European SMEs: an explorative study, article presented at HTSF Conference, 28–29, March 2005, Manchester.
• 4. Child, J. and Tsai, T. (2005). The dynamic between frms’ environmental strategies and institutional constraints in emerging economies: Evidence from China and Taiwan. Journal of Management Studies, 42, https://doi.org/10.1111/j.1467-6486.2005.00490.x
• 5. Contractor, F.J. and Lorange, P. (2002), The growth of alliances in the knowledge-based economy. International Business Review, 11(4): 485–502.
• 6. Courault, J., Muriel, Perez, M. and Teyssier, C. (2014). The failure of hyper-growth frms : a study of the bankruptcy of French SMEs with high growth potential. Entrepreneurship, people and organisations: frontiers in European entrepreneurship research. Cheltenham [u.a.]: Elgar.
• 7. Field, J. (2003). Social Capital. Routledge: New York.
• 8. Freeman, R.E. (1984). Strategic Management: A Stakeholder Approach. Pitman Publishing Inc., Boston, MA.
• 9. Golonka, M. (2014). Zarządzanie z przewaga sztuki. Warszawa: Wolters Kluwer Polska.
• 10. Golonka, M. and Latusek, D. (2016). Alliance portfolio formation and confguration by small and medium ICT frms. Baltic Journal of Management, 11(1): 65–88.
• 11. Gulati, R. (2007). Managing Network Resources. Oxford: Oxford University Press.
• 12. Heimeriks, K., Klijn, E. and Reue, J. (2009). Building Capabilities for Alliance Portfolios. Long Range Planning, 42: 96–114, https://doi.org/10.1016/j.lrp.2008.10.005
• 13. Lavie, D. (2007). Alliance portfolios and frm performance: a study of value creation and appropriation in the US software industry. Strategic Management Journal, 28(12): 1187–1212, https://doi.org/10.1002/smj.637
• 14. Laursen, K., Masciarelli, P. and Prencipe, A. (2012). Trapped or spurred by the home region? The effects of potential social capital on involvement in foreign markets for goods and technology. Journal of International Business Studies, 43(9): 783–807, https://doi.org/10.1057/jibs.2012.27
• 15. Markman, G. and Gartner, W. (2009). The Effects of Hyper Growth on Firm Proftability. The Journal of Private Equity, 5(4).
• 16. Peng, M.W. (2005). Perspective – from China strategy to global strategy. Asia Pacifc Journal of Management, 22(2): 123–141, https://doi.org/10.1007/s10490-005-1251-3
• 17. Parise, S. and Casher, A. (2003). Alliance Portfolios: Designing and Managing Your Network of Business-Partner Relationships. The Academy of Management Executive, 17(4): 25–39, https://doi.org/10.5465/AME.2003.11851824
• 18. Peng, M.W. (2009). Global Strategy. South-Western Cengage Learning. Cincinnati, OH.
• 19. Peng, M., Sun, S.L., Pinkham, B. i Chen, H. (2009). The Institution-Based View as a Third Leg for a Strategy Tripod. Academy of Management Perspectives, 8, https://doi.org/10.5465/AMP.2009.43479264
• 20. Putnam, R.D. (1993). The prosperous community. American Prospect, 7: 35–42.
• 21. Veiga, P. and Franco, M. (2015). Alliance portfolios and frms’ business strategy: a content analysis approach. Management Research Review, 38(11): 1149–1171, https://doi.org/10.1108/MRR-04-2014-0093
• 22. Reid, D., Bussiere, D. and Greenaway, K. (2001). Alliance formation issues for knowledge-based enterprises. International Journal of Management Reviews, 3(1): 79–100, https://doi.org/10.1111/1468-2370.00055
• 23. Rody, R. and Stearns, T.M. (2013). Impact of entrepreneurial style and managerial characteristics on SME performance in Macao S.A.R., China. Journal of Multidisciplinary Research, 5(1): 27–44.
• 24. 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, https://doi.org/10.1016/j.jbusvent.2005.02.006
• 25. Sarkar, M., Echambadi, B., Harrison, R.A.J. and Jeffrey, S. (2001). Micromultinational or not? International entrepreneurship, networking and learning effects. Alliance entrepreneurship and firm market performance. Strategic Management, 22(6/7): 701, https://doi.org/10.1002/smj.179
• 26. Schuller, T., Brasset-Grundy, A., Green, A., Hammond, C. and Preston, J. (2004). Wider Benefts of Learning. London: Routledge Falmer.
• 27. Stuart, T.E. (2000). Interorganizational alliances and the performance of frms. Strategic Management Journal, 21(6): 791–911, https://doi.org/10.1002/1097-0266(200008)21:8<791::AID-SMJ121>3.0.CO;2-K
• 28. Uzzi, B. (1997). Social structure and competition in interfrm networks: the paradox of embededness. Administrative Science Quarterly, 42: 35–67, https://doi.org/10.2307/2393808
• 29. Ventures, I.J. (2005). Executive insights: relationship formation in international joint ventures: insights from Australian – Malaysian. Journal of International Marketing, 13(3): 105–134, https://doi.org/10.1509/jimk.13.3.105
• 30. Wassmer, U. (2010). Alliance portfolios: a review and research agenda. Journal of Management, 36(1): 141–171, https://doi.org/10.1177/0149206308328484
• 31. Xie, E., Peng, M. W. and Wenhong, Z. (2013). Uncertainties, resources, and supplier selection in an emerging economy. Asia Pacifc Journal of Management, 30(4): 1219–1242, https://doi.org/10.1007/s10490-012-9321-9
• 32. Yin, R.K. (2009). Case Study Research: Design and Methods, 4th ed. Los Angeles, CA: Sage.