A Matching Theory of Alliance Formation and Organizational Success: Complementarity and Compatibility

This study advances understanding of network dynamics by applying matching theory to the formation of interorganizational alliances. We introduce market complementary and resource compatibility as two critical matching criteria of alliance formation and argue that good matches increase firm performa...

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Published in:Academy of Management journal 2009-10, Vol.52 (5), p.975-995
Main Authors: Mitsuhashi, Hitoshi, Greve, Henrich R
Format: Article
Language:English
Subjects:
Alliances
Business management
Business networking
Business networks
Business strategies
Impact analysis
Management science
Organizational behavior
Organizational structure
Shipping industry
Studies
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description This study advances understanding of network dynamics by applying matching theory to the formation of interorganizational alliances. We introduce market complementary and resource compatibility as two critical matching criteria of alliance formation and argue that good matches increase firm performance. Using data from liner shipping, we found effects of matching on alliance formation. But contrary to our expectations, alliances by networked firms, rather than isolate firms, exhibited better match quality, suggesting that networks facilitate matching rather than sacrifice it. We also found evidence that alliances with matched partners improve firm performance and survival chances. [PUBLICATION ABSTRACT]
doi_str_mv 10.5465/amj.2009.44634482
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source International Bibliography of the Social Sciences (IBSS); Business Source Ultimate【Trial: -2024/12/31】【Remote access available】; Alma/SFX Local Collection
subjects Alliances
Business management
Business networking
Business networks
Business strategies
Impact analysis
Management science
Organizational behavior
Organizational structure
Shipping industry
Studies
title A Matching Theory of Alliance Formation and Organizational Success: Complementarity and Compatibility
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