Hostname: page-component-78c5997874-t5tsf Total loading time: 0 Render date: 2024-11-13T07:52:49.529Z Has data issue: false hasContentIssue false
  • English
  • Français

A theoretical framework of alliance performance: The role of trust, social capital and knowledge development

Published online by Cambridge University Press:  02 February 2015

Yuliani Suseno  and
Vanessa Ratten
Yuliani Suseno
Affiliation:
Aberdeen Business School, The Robert Gordon University, Aberdeen, UK
Vanessa Ratten
Affiliation:
Faculty of Business, Queensland University of Technology, Brisbane QLD, Australia
Get access Rights & Permissions [Opens in a new window]

Abstract

While studies on alliances have been substantial in the international business literature, much is still unexplored in understanding what alliance performance really is and how superior alliance performance is facilitated (Das & Teng 2003). Drawing from research on alliances, we develop a theoretical framework to examine alliance performance by integrating a partner analysis approach, focusing on alliance trust, alliance partners' social capital, and knowledge development from alliance relationships. We consider the level of mutual trust between alliance partners to be the precursor to such relationship (Das & Teng 1998). Trust, we argue, subsequently builds and enhances the partners' social capital. Two types of social capital are considered in this article: internal social capital and external social capital. In developing our framework, we further subscribe to the notion that knowledge is a contributing factor to superior alliance performance, and consider how such relationships influence the development of partners' knowledge in terms of the development in the tacit firm-specific and the more explicit market-specific knowledge. Key managerial implications and suggestions for future research are discussed.

Keywords

allianceknowledge developmentsocial capitaltrustperformancepartner analysis
Type
Research Article
Information
Journal of Management & Organization , Volume 13 , Issue 1 , March 2007 , pp. 4 - 23
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2007

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Adler, PS and Kwon, S-W (1999) ‘Social capital: The good, the bad and the ugly’ in Lesser, EL (Ed.), Knowledge and social capital: Foundations and applications. Butterworth-Heinemann, Woburn, MA, pp 89–115.Google Scholar
Adler, PS and Kwon, S-W (2002) Social capital: prospects for a new concept, Academy of Management Review, 27(1): 17–40.Google Scholar
Adobor, H (2005) Trust as sensemaking: The microdynamics of trust in interfirm alliances. Journal of Business Research, 58(3): 330–337.Google Scholar
Aldrich, HE and Zimmer, C (1986) ‘Entrepre-neurship through social networks’ in Sexton, D and Smilor, R (Eds), The art and science of entrepreneurship. Ballinger, New York, pp 2–23.Google Scholar
Anand, BN and Khanna, T (2000) Do firms learn to create value? The case of alliances. Strategic Management Journal, 21(3): 295–315.Google Scholar
Anderson, JC and Narus, JA (1990) A model of distributor firm and manufacturer firm working partnerships. Journal of Marketing, 54: 42–58.Google Scholar
Antonelli, C (2007) The system dynamics of collective knowledge: From gradualism and saltation-aism to punctuated change. Journal of Economic Behaviour and Organisation, 62(2): 215–236.Google Scholar
Arino, A (2003) Measures of strategic alliance performance: an analysis of construct validity. Journal of International Business Studies, 34(1): 66–79.Google Scholar
Autio, E, Sapienza, HJ and Almeida, JG (2000) Effects of age at entry, knowledge intensity, and imitability on international growth. Academy of Management Journal, 43(5): 909–924.Google Scholar
Baker, WE and Faulkner, RR (1993) The social organisation of conspiracy: Illegal networks in the heavy electrical equipment industry. American Sociology Review, 58(6): 837–860.Google Scholar
Barney, JB (1991) Firm resources and sustainable competitive advantage. Journal of Management, 17(1): 99–120.Google Scholar
Baum, JAC, Calabrese, T and Silverman, BS (2000) Don't go-it alone: Alliance network composition and start-ups' performance in Canadian biotechnology. Strategic Management Journal, 21(3): 267–294.Google Scholar
Beamish, PW (1985) The characteristics of joint ventures in developed and developing countries. Columbia Journal of World Business 20(3): 13–19.Google Scholar
Bello, DC, Chelariu, C and Zhang, L (2003) The antecedents and performance consequences of relationalism in export distribution channels. Journal of Business Research, 56(1): 1–16.Google Scholar
Bennis, W (1997) Organising genius: The secrets of creative collaboration. Addison Wesley, Reading, MA.Google Scholar
Berdrow, I and Beamish, PW (1999) Unfolding the myth of IJV learning. Richard Ivey School of Business Working Paper Series, University of Western Ontario.Google Scholar
Berdrow, I and Lane, HW (2003) International joint ventures: Creating value through successful knowledge management. Journal of World Business, 38(2): 15–30.Google Scholar
Boxman, EAW, De Graaf, PM and Flap, HD (1991) The impact of social and human capital on the income attainment of Dutch managers. Social Networks, 13(1): 51–73.Google Scholar
Bresman, H, Birkinshaw, J and Nobel, R (1999) Knowledge transfer in international acquisitions. Journal of International Business Studies, 30(3): 439–462.Google Scholar
Bruno, A, Leidecker, J and Harden, J (1996) Patterns of failure among Silicon valley high technology firms. Frontiers of entrepreneurship research. Babson College, Center for Entrepreneurial Studies, Wellesley MA.Google Scholar
Burt, RS (1997) The contingent value of social capital. Administrative Science Quarterly, 42(2): 339–365.Google Scholar
Child, J and Faulkner, D (1998) Strategies of cooperation. Oxford University Press, Oxford.Google Scholar
Chowdhury, J (1992) Performance of interntional joint ventures and wholly owned foreign subsidiaries: A comparative perspective. Management International Review, 32(2): 115–133.Google Scholar
Chung, S, Singh, H and Lee, K (2000) Complementarity, status similarity, and social capital as drivers of alliance formation. Strategic Management Journal, 21(1): 1–22.Google Scholar
Coleman, JS (1988) Social capital in the creation of human capital. American Journal of Sociology, 94 (Supplement): S95–S120.Google Scholar
Contractor, FJ and Lorange, P (1988) ‘Why should firms cooperate? The strategy and economics basis for cooperative ventures’ in Contractor, FJ and Lorange, P (Eds) Cooperative strategies in international business. Lexington Books, Lexington, MA, pp 3–30.Google Scholar
Cravens, K, Piercy, N and Cravens, D (2000) Assessing the performance of strategic alliances: Matching metrics to strategies. European Management Journal, 18(5): 529–541.Google Scholar
Crossan, MM and Inkpen, AC (1995) The subtle art of learning through alliances. Business Quarterly, 60(2): 68–78.Google Scholar
Das, TK and Teng, B-S (1998) Between trust and control: Developing confidence in partner cooperation in alliances. Academy of Management Review, 23(3): 491–512.Google Scholar
Das, TK and Teng, B-S (2000) A resource-based theory of strategic alliances. Journal of Management, 26(1): 31–61.Google Scholar
Das, TK and Teng, B-S (2003) Partner analysis and alliance performance. Scandinavian Journal of Management 19(3): 279–308.Google Scholar
Deeds, DL and Hill, CWL (1996) Strategic alliances and the rate of new product development: An empirical study of entrepreneurial biotechnology firms. Journal of Business Venturing, 11(1): 41–55.Google Scholar
Ding, DZ (1997) Control, conflict, and performance: A study of US-Chinese joint ventures. Journal of International Marketing, 5(3): 31–45.Google Scholar
Draulans, J, deMan, A-P and Volberda, HW (2003) Building alliance capability: Management techniques for superior alliance performance. Long Range Planning, 36(2): 151–166.Google Scholar
Dussauge, P, Garrette, B and Mitchell, W (2000) Learning from competing partners: Outcomes and durations of scale and link alliances in Europe, North America and Asia. Strategic Management Journal, 21(2): 99–126.Google Scholar
Dyer, JH and Singh, H (1998) The relational view: Cooperative strategy and sources of inter-organisational competitive advantage. Academy of Management Review, 23(4): 660–679.Google Scholar
Eisenhardt, KM and Tabrizi, BN (1995) Accelerating adaptive processes: Product innovation in the global computer industry. Administrative Science Quarterly, 40(1): 84–110.Google Scholar
Emden, Z, Yaprak, A and Cavusgil, ST (2005) Learning from experience in international alliances: Antecedents and firm performance implications. Journal of Business Research, 58(7): 883–892.Google Scholar
Eriksson, K, Johanson, J, Majkgard, A and Sharma, D (1997) Experiential Knowledge and Cost in the Internationalisation Process. Journal of International Business Studies, 28(2): 337–360.Google Scholar
Ernst, D and Bamford, J (2005) Your Alliances are too stable. Harvard Business Review, 83(6): 133–142.Google Scholar
Escriba-Esteve, A and Urra-Urbieta, J (2002) An analysis of co-operative agreements from a knowledge based perspective: An integrated conceptual framework. Journal of Knowledge Management, 6(4): 330–346.Google Scholar
Fiol, CM (1996) Squeezing harder doesn't always work: Continuing the search for consistency in innovation research. Academy of Management Review, 21(4): 1012–1021.Google Scholar
Galanakis, K (2006) Innovation process. Make sense using systems thinking. Technovation 26(11): 1222–1232.Google Scholar
Geringer, JM and Hebert, L (1991) Measuring performance of international joint ventures. Journal of International Business Studies, 22(2): 249–263.Google Scholar
Granovetter, M (1973) The strength of weak ties. American Journal of Sociology, 78(6): 1360–1380.Google Scholar
Granovetter, M (1974) Getting a job: A study of contacts and careers. University of Chicago Press, Chicago, IL.Google Scholar
Granovetter, M (1985) Economic action and social structure: The problem of embeddedness. American Journal of Sociology, 91(3): 481–510.Google Scholar
Grant, RM and Baden-Fuller, C (2004) A knowledge-accessing theory of strategic alliances. Journal of Management Studies, 41(1): 61–84.Google Scholar
Gulati, R (1995) Does familiarity breed trust? The implications of repeated ties for contractual choice in alliances. Academy of Management Journal, 38(1): 85–112.Google Scholar
Hausman, A (2001) Variation in relationship strength and its impact on performance and satisfaction in business relationships. Journal of Business and Industrial Marketing, 16(7): 600–616.Google Scholar
Hemphill, TA and Vonortas, NS (2003) Strategic research partnerships: A managerial perspective. Technology Analysis and Strategic Management, 15(2): 255–271.Google Scholar
Hitt, MA, Dacin, MT, Levitas, E, Edhec, JA and Borza, A (2000) Partner selection in emerging and developed market contexts: A resource-based and organisational learning perspectives. Academy of Management Journal, 43(3): 449–467.Google Scholar
Hitt, MA and Ireland, RD (2002) The essence of strategic leadership: managing human and social capital. The Journal of Leadership and Organisational Studies, 9(1): 3–14.Google Scholar
Hitt, MA, Ireland, RD, Camp, SM and Sexton, DL (2002) ‘Strategic entrepreneurship: Integrating entrepreneurial and strategic management perspectives’ in Hitt, MA, Ireland, RD, Camp, SM and Sexton, DL (Eds), Strategic entrepreneurship: Creating a new integrated mindset. Blackwell Publishers, Oxford, pp 1–16.Google Scholar
Hyder, AS and Abraha, D (2004) Product and skills development in small-and medium-sized hightech firms through international strategic alliances. Singapore Management Review, 26(2): 1–24.Google Scholar
Inkpen, AC (1998) Learning, knowledge acquisition, and strategic alliances. European Management Journal, 16(2): 223–229.Google Scholar
Inkpen, AC (2000) Learning through joint ventures: A framework of knowledge acquisition. Journal of Management Studies, 37(7): 1019–1043.Google Scholar
Inkpen, AC and Dinur, A (1998) Knowledge management processes and international joint ventures. Organisation Science, 9(4): 454–468.Google Scholar
Inkpen, AC and Li, K-Q (1999) Joint venture formation: Planning and knowledge-gathering for success. Organisation Dynamics, 27(4): 33–47.Google Scholar
Inkpen, AC and Tsang, EWK (2005) Social capital, networks, and knowledge transfer. Academy of Management Review, 30(1): 146–165.Google Scholar
Ireland, RD, Hitt, MA and Vaidyanath, D (2002) Managing strategic alliances to achieve a competitive advantage. Journal of Management, 28(3): 413–441.Google Scholar
Jacobs, J (1961) The death and life of great American cities. Penguin Books, New York.Google Scholar
Jap, S and Ganesan, S (2000) Control mechanisms and the relationship lifecycle: Implications for safeguarding specific investments and developing commitment. Journal of Marketing Research, 37(2): 227–245.Google Scholar
Johanson, J and Vahlne, JE (1977) The internationalisation process of the firm: A model of knowledge development and increasing foreign market commitments. Journal of International Business Studies, 8(1): 23–32.Google Scholar
Kakinuma, S and Fukunaga, HI (1995) The $4 trillion question. Tokyo Business Today, 63(11): 28–32.Google Scholar
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.Google Scholar
Katz, SJ (2006) Indicators for complex innovation systems. Research Policy, 35(7): 893–909.Google Scholar
Kauser, S and Shaw, V (2004) The influence of behavioural and organisational characteristics on the success of international strategic alliances. International Marketing Review, 21(1): 17–52.Google Scholar
Kim, CS and Inkpen, AC (2005) Cross-border R&D alliances, absorptive capacity and technology learning. Journal of International Management, 11(3): 313–329.Google Scholar
Kogut, B (1988) Joint venture: Theoretical and empirical perspectives. Strategic Management Journal, 9(4): 319–332.Google Scholar
Kogut, B and Zander, U (1992) Knowledge of the firm, combinative capabilities, and the replication of technology. Organisation Science, 3(3): 383–397.Google Scholar
Kostova, T and Roth, K (2003) Social capital in multinational corporations and a micro-macro model of its formation. Academy of Management Review, 28(2): 297–317.Google Scholar
Koza, MP and Lewin, AY (1998) The co-evolution of strategic alliances. Organisation Science, 9(3): 255–264.Google Scholar
Krackhardt, D (1992) ‘The strength of strong ties: The importance of philosophy in organisations’ in Nohria, N and Eccles, RG (Eds) Networks and organisations: Structure, form, and action. Harvard Business School Press, Boston, MA, pp 216–239.Google Scholar
Kramer, RM (1999) Trust and distrust in organizations: Emerging perspectives, enduring questions. Annual Review of Psychology, 50(1): 569–598.Google Scholar
Kramer, R and Tyler, T (eds.) (1996) Trust in organizations: Frontiers of theory and research. Sage, London.Google Scholar
Lane, HW and Beamish, PW (1990) Cross-cultural cooperative behavior in joint ventures in LDCs. Management International Review, 30 (Special Issue): 87–102.Google Scholar
Lane, PJ and Lubatkin, M (1998) Relative absorptive capacity and interorganisational learning. Strategic Management Journal, 19(5): 461–478.Google Scholar
Larsson, R, Bengtsson, L, Henriksson, K and Sparks, J (1998) The interorganisational learning dilemma: Collective knowledge development in strategic alliances. Organisation Science, 9(3): 285–305.Google Scholar
Lei, D, Slocum, JW, and Pitts, RA (1997) Building cooperative advantage: Managing strategic alliances to promote organisational learning. Journal of World Business, 32(3): 203–223.Google Scholar
Lesser, E (2000) ‘Leveraging social capital in organizations’ in Lesser, E (Ed.) Knowledge and social capital: Foundations and applications. Butterworth-Heinemann, Boston, MA.Google Scholar
Li, T and Calantone, RJ (1998) The impact of market knowledge competence on new product advantage: Conceptualization and empirical examination. Journal of Marketing, 62(4): 13–29.Google Scholar
Liebeskind, JP (1996) Knowledge, strategy and the theory of the firm. Strategic Management Journal, 17 (Winter Special Issue): 93–107.Google Scholar
Lin, N (2001) Social capital: A theory of social structure and action. Cambridge University Press, Cambridge.Google Scholar
Lin, X and Germain, R (1999) Predicting international joint venture interaction frequency in U.S.—Chinese ventures. Journal of International Marketing, 7(2): 5–23.Google Scholar
Loury, GC (1977) ‘A dynamic theory of racial income differences’ in Wallace, PA and Le Mond, AM (Eds) Women, minorities, and employment discrimination. Lexington Books, Lexington, MA, pp 153–186.Google Scholar
Lusch, RF and Brown, JR (1996) Interdependency, contracting and relational behaviour in marketing channels. Journal of Marketing, 60(4): 19–38.Google Scholar
Lyles, MA and Salk, JE (1996) Knowledge acquisition from foreign parents in international joint ventures: An empirical examination in the Hungarian context. Journal of International Business Studies, 27(5): 877–903.Google Scholar
Lyons, TS (2002) Building social capital for rural enterprise development: Three case studies in the United States. Journal of Developmental Entrepreneurship, 7(2): 193–216.Google Scholar
Madhok, A (1995) Opportunism and trust in joint venture relationships: An exploratory study and a model. Scandinavian Journal of Management, 11(1): 57–74.Google Scholar
McEvily, B, Perrone, V and Zaheer, A (2003) Trust as an organising principle. Organisation Science, 14(1): 91–103.Google Scholar
McEvily, B and Zaheer, A (1999) Bridging ties: A source of firm heterogeneity in competitive capabilities. Strategic Management Journal, 20(12): 1133–1156.Google Scholar
Mehra, A, Kilduff, M and Brass, DJ (2001) The social networks of high and low self-monitors: Implications for workplace performance. Administrative Science Quarterly, 46(1): 121–146.Google Scholar
Mele, D (2003) Organisational humanizing cultures: Do they generate social capital? Journal of Business Ethics, 45(1): 3–14.Google Scholar
Meyerson, EM (1994) Human capital, social capital and compensation: The relative contribution of Yuliani Suseno and Vanessa Ratten social contacts to managers' income. Acta Sociologica, 37(4): 383–399.Google Scholar
Mishra, A (1996) ‘Organizational responses to crisis: The centrality of trust’ in Kramer, R and Tyler, T (Eds), Trust in organizations: Frontiers of theory and research. Sage, London.Google Scholar
Mjoen, H and Tallman, S (1997) Control and performance in international joint ventures. Organisation Science, 8(3): 257–274.Google Scholar
Mohr, J and Spekman, R (1994) Characteristics of partnership success: Partnership attributes, communication behaviour, and conflict resolution techniques. Strategic Management Journal, 15(2): 135–152.Google Scholar
Nahapiet, J and Ghoshal, S (1998) Social capital intellectual capital and the organisational advantage. Academy of Management Review, 23(2): 242–266.Google Scholar
Narasimhan, R and Nair, A (2005) The antecedent role of quality, information sharing and supply chain proximity on strategic alliance formation and performance. International Journal of Production Economics, 96(3): 301–313.Google Scholar
Nelson, R and Winter, S (1982) An evolutionary theory of economic change. Harvard, University Press, Cambridge, MA.Google Scholar
Ness, H and Haugland, SA (2005) The evolution of governance mechanisms and negotiation strategies in fixed-duration interfirm relationships. Journal of Business Research, 58(9): 1226–1239.Google Scholar
Nohria, N and Eccles, RG (Eds.) (1992) Networks and organisations: Structure form and action. Harvard Business School Press, Boston, MA.Google Scholar
Nonaka, I (1991) The knowledge-creating company. Harvard Business Review, 69(6): 96–104.Google Scholar
Norman, PM (2004) Knowledge acquisition, knowledge loss, and satisfaction in high technology alliances. Journal of Business Research, 57(6): 610–619.Google Scholar
Osland, GE and Yaprak, A (1995) Learning through strategic alliances: Processes and factors that enhance marketing effectiveness. European Journal of Marketing, 29(3): 52–66.Google Scholar
Paik, Y (2005) Risk management of strategic alliances and acquisitions between Western MNCs and companies in central Europe. Thunderbird International Business Review, 47(4): 459–212.Google Scholar
Pennings, JM, Lee, K and Witteloostuijn, A (1998) Human capital, social capital, and firm dissolution. Academy of Management Journal, 14(4): 425–440.Google Scholar
Perrow, C (1984) Normal accidents. Princeton University Press, Princeton, NJ.Google Scholar
Podolny, JM and Baron, JN (1997) Resources and relationships: Social networks and mobility in the workplace. American Sociological Review, 62(5): 673–693.Google Scholar
Polanyi, M (1962) Personal knowledge: Towards a post-critical philosophy. University of Chicago Press, Chicago, IL.Google Scholar
Powell, WW, Koput, KW and Smith-Doerr, L (1996) Interorganisational collaboration and the locus of innovation: Networks of learning in biotechnology. Administrative Science Quarterly, 41(1): 116–145.Google Scholar
Prahalad, C and Hamel, G (1990) The core competence of the corporation. Harvard Business Review, 68(3): 79–92.Google Scholar
Reuer, JJ, Zollo, M and Singh, H (2002) Postformation dynamics in strategic alliances. Strategic Management Journal, 23(2): 135–151.Google Scholar
Ring, PS and Van de Ven, AH (1994) Developmental processes of cooperative interorganisational relationships. Academy of Management Review 19(1): 90–118.Google Scholar
Sarkar, MB, Echambadi, R, Cavusgil, ST and Aulakh, P (2001) The influence of complementarity, compatibility, and relationship capital on alliance performance. Journal of Academy of Marketing Science, 29(4): 358–373.Google Scholar
Seidel, M-D L, Polzer, J T and Stewart, K J (2000) Friends in high places: The effects of social networks on discrimination in salary negotiations. Administrative Science Quarterly, 45(1): 1–24.Google Scholar
Senge, PM (1990) The Fifth Discipline. Doubleday/Currency, New York.Google Scholar
Simonin, BL (1997) The importance of collaborative know-how: An empirical test of the learning organisation. Academy of Management Journal, 40(5): 1150–1174.Google Scholar
Simonin, BL (1999) Ambiguity and the process of knowledge transfer in strategic alliances. Strategic Management Journal, 20(7): 595–624.Google Scholar
Sinkula, JM, Baker, W and Noordewier, TG (1997) A framework for market-based organisational learning: Linking values, knowledge and behaviour. Journal of the Academy of Marketing Science, 25: 305–318.Google Scholar
Sitkin, S B and Roth, N L (1993) Explaining the limited effectiveness of legalistic ‘remedies’ for trust/distrust. Organization Science, 4(3): 367–392.Google Scholar
Suseno, Y, Pinnington, A and Gardner, J (2003) A framework for research on social capital, A theoretical framework of alliance performance knowledge acquisition, and satisfaction. Academy of Management Conference (Organisation and Management Theory Division), Seattle WA, 1–6 08 2003.Google Scholar
Szulanski, G (1996) Exploring stickiness: impediments to the transfer of best practice within the firm. Strategic Management Journal, 17 (Winter Special Issue): 27–43.Google Scholar
Taylor, A (2005) An operations perspective on strategic alliance success factors: An exploratory study of alliance managers in the software industry. International Journal of Operations and Productions Management, 25(5/6): 469–491.Google Scholar
Teece, DPisano, G and Shuen, A (1997) Dynamic capabilities and strategic management. Strategic Management Journal, 18(7): 509–533.Google Scholar
Thorelli, HB (1986) Networks between markets and hierarchies. Strategic Management Journal, 7(1): 37–51.Google Scholar
Tsai, W and Ghoshal, S (1998) Social capital and value creation: An empirical study of intra-firm networks. Academy of Management Journal, 41(4): 464–476.Google Scholar
Tsang, EWK (2002) Acquiring knowledge by foreign partners from international joint ventures in a transition economy: Learning-by-doing and learning myopia. Strategic Management Journal, 23(9): 835–854.Google Scholar
Uzzi, B (1996) The sources and consequences of embeddedness for the economic performance of organisations: The network effect. American Sociological Review, 61(4): 674–698.Google Scholar
Varadarajan, PR and Cunningham, MH (1995) Strategic alliances: A synthesis of conceptual foundations. Journal of Academy of Marketing Science, 23(4): 282–296.Google Scholar
Von Krogh, G, Roos, J and Slocum, K (1994) An essay on corporate epistemology. Strategic Management Journal, 15(1): 53–71.Google Scholar
Walker, G, Kogut, B and Shan, W (1997) Social capital, structural holes and the formation of an industry network. Organisation Science, 8(2): 109–125.Google Scholar
Williams, A, Dobson, P and Watters, M (1993) Changing culture: New organisational approaches (2nd edn). IPM, London.Google Scholar
Williamson, OE (1991) Comparative economic organisation: The analysis of discrete structural alternatives. Administrative Science Quarterly, 36(2): 269–296.Google Scholar
Woodside, AG (2005) Firm orientations innovative-ness and business performance: Advancing a system dynamics view following a comment on Hult Hurley and Knight's 2004 study. Industrial Marketing Management 34(3): 275–279.Google Scholar
Yli-Renko, H, Autio, E, Sapienza, HJ and Hay, M (1999) Social capital, relational learning, and knowledge distinctiveness in technology-based new firms. Babson-Kaufmann Entrepreneurship Research Conference, University of South Carolina, Columbia SC.Google Scholar
Yli-Renko, H, Autio, E and Sapienza, H (2001) Social capital, knowledge acquisition, and knowledge exploitation in young technology-based firms. Strategic Management Journal, 22(6–7): 587–613.Google Scholar
Yli-Renko, H, Autio, E and Tontti, V (2002) Social capital, knowledge, and the international growth of technology-based new firms. International Business Review, 11(3): 279–304.Google Scholar
Zaheer, A, McEvily, B and Perrone, V (1998) Does trust matter? Exploring the effects of inter-organisational and interpersonal trust on performance. Organisation Science, 9(2): 141–159.Google Scholar
Zahra, SA, Ireland, RD and Hitt, MA (2000) International expansion by new venture firms: International diversity, mode of market entry, technological learning and performance. Academy of Management Journal, 43(5): 925–950.Google Scholar
Zhao, L and Aram, JD (1995) Networking and growth of young technology-intensive ventures in China. Journal of Business Venturing, 10(5): 349–370.Google Scholar