retrun to topJMS Article Published

posted on Apr 10 2008

New Article Published in the Journal of Management Studies 45(3): 530-560

Disentangling alliance management processes: Decision making, politicality, and alliance performance

Jorge Walter*, Christoph Lechner*, & Franz W. Kellermanns***

* Portland State University, ** University of St. Gallen, *** Mississippi State University

Using a sample of 106 organizations engaged in strategic alliances, we develop and test a framework of alliance-related organizational decision-making processes and their impact on alliance performance. With regard to direct effects, our results show a negative impact of decision-making recursiveness and no significant relationship for openness and procedural rationality. Acknowledging the importance of the organization’s micropolitical context in which these decision processes are embedded, we also test the moderating influence of politicality. Our findings provide support for our hypotheses that in a context of low politicality, the decision-making characteristics of openness and procedural rationality have a positive influence, whereas recursiveness negatively affects alliance performance. In a context of high politicality, however, openness and procedural rationality exert a negative influence, and the negative impact of recursiveness is aggravated. We suggest that alliance-related decision making cannot be adequately understood without explicitly considering the micropolitical context in organizations.

Keywords: Strategic alliances, alliance performance, alliance-related decision-making processes, politicality.

For a copy of the article, please see here or contact me directly.

retrun to topPaper Included in AOM Best Paper Proceedings

posted on Apr 10 2008

I am very happy to announce that our new paper will be included in the Best Paper Proceedings of the 2008 Academy of Management Meeting:

Dormant ties: The value of reconnecting

Daniel Z. Levin*, Jorge Walter**, & J. Keith Murnighan***

* Rutgers University, ** Portland State University, *** Northwestern University

The prevailing view of social network ties is that, if not continually maintained, they will wither and disappear, losing their value as social capital. In contrast, we propose that dormant ties—i.e., former ties in which two parties have lost touch—can be a particularly valuable source of knowledge. We predict that dormant ties that were once strong can combine the benefits of weak ties (novelty and efficiency) with the benefits of strong ties (solidarity and comprehension). Our results support all four parts of this prediction: prompting executives to consult their dormant contacts about an important work project led to extremely useful interactions. The findings highlight the value of dormant ties as an overlooked and often-untapped source of social capital.

Keywords: Social capital, weak ties, knowledge transfer