Changes in the Intellectual Structure of Strategic Alliance Research,

Transcription

1 Tsai-Yuan Lin & Yun-Yao Cheng Changes in the Intellectual Structure of Strategic Alliance Research, (Received Jun 11, 2010; First Revision Nov 12, 2010; Second Revision Feb 18, 2011; Accepted May 3, 2011) Introduction In the 1980s, numerous competitive environmental shifts led to the rapid growth of interfirm collaboration. The rate of formation of alliances increased significantly during the years 1981 to A strategic alliance (SA) is a short or long-term voluntary agreement between independent firms to share or exchange resources and engage in market entry, skill acquisition, or technological exchange (Dacin, Oliver, and Roy 2007; Gulati and Singh 1998). The types of alliances may be categorized as equity agreements, such as joint ventures, minority equity, and equity swaps; and non-equity agreements, like joint R&D, long-term sourcing agreements, reciprocal distribution, and franchising and licensing (Preece 1995). Research on business strategic alliance has been very active since 1980 and has seen more rapid growth since the year 2000, yielding considerable journal papers, books and other documents. Once a scientific discipline has reached a certain degree of maturity, scholars on a particular subject will conduct literature reviews to assess the general state of the art (Ramos-Rodriguez and Ruiz-Navarro 2004). These types of research are considered to adopt the impressionistic approach, and their findings tend to reflect the subjective views of their authors. To prevent these potential subjective biases and to offer a systematic way to understand the contemporary SA research, this study applies bibliometrics to analyze SA related articles published during the period 1980 to 2009 to investigate how this field has developed by describing what emerges in the rear-view mirror (White and McCain 1998; Ramos-Rodriguez and Ruiz-Navarro 2004). The purposes of this study are to identify core research themes of SA research; to visualize the invisible intellectual structure by mapping the relationships among articles of SA research in a two-dimensional space; and to explore the changes in the intellectual themes of SA research. Methodology and Data The term bibliometrics relates to applying mathematics and statistical methods to books and other media to quan- Tsai-Yuan Lin is Professor of Graduate School of Business and Operations Management, Chang Jung Christian University. Yun-Yao Cheng is Doctoral Student of Graduate School of Business and Operations Management, Chang Jung Christian University; and Lecturer of Department of Business Administration, Tatung Institute of Commerce and Technology. yunyao@ms2.ttc.edu.tw tify the process of written communication and the nature of the development of a discipline (Pritchard 1969). Bibliometric analysis is based on the assumption that bibliographic citations are an acceptable proxy for the actual influence of various information sources on a research area (Culnan 1987). Bibliometric methods, such as citation and co-citation analysis, can complement and validate expert judgments by experienced scholars in the research field (Nerur, Rasheed, and Natarajan 2008). Citation analysis assumes that authors cite references that they consider important when developing their research. Highly cited documents are likely to have a greater influence on the research field than those that are less cited. Co-citation analysis records the number of papers that have cited any particular pair of articles. If two articles are cited in the same paper, they are closely related to each other. Such articles that are heavily co-cited tend to cluster together when mapped. Co-citation analysis can thus be used as an indicator of the present and past activities of scientific work (Small 1973; Garfield 1979). To conduct citation and co-citation analysis, this study adapts the approach proposed by McCain (1990). It starts with the selection of a list of authors, articles or journals, which depends on what the unit of analysis is. Table 1 is the comparison of article co-citation analysis and author co-citation analysis. Subsequently, we need to retrieve the co-citation frequencies and convert those frequencies to a correlation matrix for further multivariate analysis and data mapping. This study uses two stages to collect necessary data. Initially, strategic alliance, joint venture, collaborative R&D, and inter-organizational relationships are the keywords used to search in the Science Citation Index and Social Science Citation Index database of the period between 1980 and To refine the search results, only articles belonging to the business, economics, and operation management fields are included. The next step is to screen these results manually to assure that every result is strategic business alliances related. A total of 1,518 articles with 82,614 cited references were collected for analysis. Figure 1 describes the distribution of the SA related publications of Tables 2 and 3 present the sources of articles and journal citation frequency respectively for analysis. This study divides the research timeframe into two different periods for comparison pur- Management Review Vol. 31 (Oct 2012),

2 poses and to better understand the changes in this topic area. The period 1980 to 1999 represents the early stage of SA research, while the years 2000 to 2009 constitute the growth period of this research area. Analysis and Results The most influential articles are determined by their total citation counts within the selected cited references. Tables 4 and 5 present the most highly cited publications related to SA research for the periods and , while Table 6 is a list of the most influential authors in this research field. Based on the most highly cited articles for each period listed in Tables 4 and 5, co-citation matrixes are created by counting the frequency of a certain pair of articles that have been cited by the same paper within those referred references. Those counts are converted into a Pearson correlation matrix to eliminate differences in scale and to reveal the similarity of the co-cited articles. This study applies social network analysis to map the relationships in the co-citation matrix and to identify the linkage strength between those highly cited documents, to visualize the invisible intellectual structure of SA research (see Figures 2 and 3). Nodes, representing articles that are linked together by different size linkages, represent the co-citation frequency between two articles. The size of the linkages is proportional to the co-citation frequencies. The linkage strength of the articles on such a map is algorithmically related to their similarity as perceived by the citers (White and McCain 1998). Further factor analysis is applied to derive subfields from the co-citation matrix. The subfields correspond to the extracted factors, and each subfield represents an intellectual theme defined by works that load highly on that factor (Nerur, Rasheed, and Natarajan 2008). During the period , the main research themes of SA studies include: globalization and competitive strategy, transaction cost and governance structure of alliance, motivations and learning capability of alliance, economics of organizations and cooperative strategy for international business (Table 7). For the period of , the core research themes are: business value and learning capability, stability of inter-organizational relationship and performance measurement, characteristics of partnership success and strategic alliance formation (Table 8). For the last 30 years, how to maintain the stability of alliance relationships and gain better performance by forming strategic alliances are the main research directions. Publications such as Cohen and Levinthal (1990), Geringer and Hebert (1991), Gulati (1995a), Contractor and Lorange (1988), Hagedoorn (1993), Hamel (1991), Kogut (1988), Pfeffer and Salancik (1978), Williamson (1985), and Williamson (1991) have had a continuous impact on this research area for the last 30 years. Dyer and Singh (1998) is the most-cited article in the latest SA research, which contributes SA research with a relational view. Comparing the main research themes for each period, this study finds that globalization and competitive strategy were the issues of most concern in , while the importance of these issues decreased in the period Figure 4 presents the influential changes of the highly cited publications for the last three decades. Williamson (1975), Poter (1986), Harrigan (1985), Harrigan (1988) and Killing (1983) are highly cited articles in the early development stage of SA research. However their influence on SA studies decreased distinctively in the last decade. On the contrary, Powell, Koput, and Smith-Doerr (1996), Khanna, Gulati, and Nohria (1998), Lane and Lubatkin (1998), Doz (1996), Gulati (1995b), Eisenhardt and Schoonhoven (1996) and Dyer and Singh (1998), substantially increased their influence on SA research in the last 10 years. Conclusions and Limitations The results show that how to maintain the stability of alliance relationships and gain better performance through SA have been the main research themes for the last 30 years. Studies that explore the relationship between learning and absorptive capability and alliance performance have prevailed throughout this time. The applied theories regarding alliance formation and performance have evolved from transactional cost analysis, agency theory and the RBV perspective to a relational view. This study tries to offer a systematic and objective way to understand the development of contemporary research in SA. However some degree of subjectivity in deciding the number of articles to be analyzed is inevitable. Furthermore, publications need time to accumulate their influence within a specific research area. It is undeniable that works published lately have fewer opportunities to be exposed and cited as compared to those earlier publications. This study provides more of a historical review of the development of the SA research area, rather than assessing the importance of different articles. The integration of bibliometric methods, social network analysis and content analysis into a future study is encouraged to provide a more comprehensive overview of studies in the area of strategic alliance. 132 Management Review, October 2012

3 Table 1 Comparison of Article Co-Citation Analysis and Author Co-Citation Analysis Article co-citation analysis Author co-citation analysis Unit of analysis Purpose Pros Cons Selected articles Unit of analysis Purpose Pros Cons Selected articles Article To clarify subfields in a discipline and to gain an impression of the linkage between documents. To identify the most influential works and describe the evolution of intellectual structure in a specific area by tracing the pattern of citation changes in the long run. A huge number of articles are required to conduct the analysis. Small (1973), Journal of the American Society for Information Science, 24(4), Ramos-Rodriguez and Ruiz-Navarro (2004), Strategic Management Journal, 25(10), Acedo, Barroso, and Galan (2006), Strategic Management Journal, 27(7), Author To define the intellectual structure of an identified discipline by understanding the relationships among people in the research community of a specific area. To identify the most influential authors in a specific area and to explicate ideational relationships between authors in order to understand the evolution of an academic discipline. Only the first author of each citation has been filed in the electronic databank of SCI/SSCI, ignoring the involvement of the other authors. It is also possible that different authors with the same name may be confused when gathering data. White and Griffith (1981), Journal of the American Society for Information Science, 32(3), Acedo (2005), International Business Review, 14(5), Nerur, Rasheed, and Natarajan (2008), Strategic Management Journal, 29(3), Figure1 Distribution of Strategic Alliance Research between 1980 and 2009 ARTICLE YEAR Table 2 Sources of Articles for Analysis Sources Total Strategic Management Journal Journal of International Business Studies Journal of Business Research International Journal of Technology Management Journal of Management Studies Research Policy Organization Science Technovation Long Range Planning Academy of Management Journal Management Science International Journal of Industrial Organization Journal of World Business Others Total Changes in Strategic Alliance Research 133

4 Table 3 Journal Citation Frequency Cited Journal Citations % Cited Journal Citations % Strategic Management Journal Strategic Management Journal 6, Academy of Management Journal Academy of Management Journal 3, Academy of Management Review Academy of Management Review 3, Administrative Science Quarterly Journal of International Business Studies 2, Journal of International Business Studies Organization Science 2, Harvard Business Review Administrative Science Quarterly 2, Cooperative Strategies in International Business Journal of Marketing 1, Journal of Marketing Management Science 1, Management Science Research Policy Organization Science Harvard Business Review Other Journals Cited 12, Other Journals Cited 57, Total 17, Total 65, Table 4 Most Highly Cited Publications ( ) Publications ( ) Citation Counts Harrigan 1985, Strategies for Joint Ventures 76 Kogut 1988, Strategic Management Journal, V9, P Hamel 1991, Strategic Management Journal, V12, P83 68 Williamson 1985, The Economic Institutions of Capitalism 65 Contractor and Lorange 1988, Cooperative Strategies in International Business 62 Killing 1983, Strategies for Joint Venture Success 62 Hamel, Doz, and Prahalad 1989, Harvard Business Review, V67, P Pfeffer and Salancik 1978, The External Control of Organizations 54 Williamson 1975, Markets and Hierarchies, Analysis and Antitrust Implications 54 Hennart 1988, Strategic Management Journal, V9, P Geringer and Hebert 1991, Journal of International Business Studies, V22, P Gulati 1995a, Academy of Management Journal, V38, P85 40 Parkhe 1993, Academy of Management Journal, V36, P Harrigan 1988, Strategic Management Journal, V9, P Oliver 1990, Academy of Management Review, V15, P Granovetter 1985, American Journal of Sociology, V91, P Poter 1986, Competition in Global Industries 34 Parkhe 1991, Journal of International Business Studies, V22, P Borys and Jemison 1989, Academy of Management Review, V14, P Cohen and Levinthal 1990, Administrative Science Quarterly, V35, P Buckley and Casson 1988, A Theory of Cooperation in International Business 33 Kogut 1989, Journal of Industrial Economics, V38, P Poter 1980, Competitive Strategy 32 Nelson and Winter 1982, An Evolutionary Theory of Economic Change 32 Powell, Koput, and Smith-Doerr 1996, Administrative Science Quarterly, V41, P Ring and Van De Ven 1994, Academy of Management Review, V19, P90 31 Hagedoorn 1993, Strategic Management Journal, V14, P Hennart 1991, Management Science, V37, P Williamson 1991, Administrative Science Quarterly, V36, P Franko 1971, Joint Venture Survival in Multinational Corporation. 27 Geringer and Hebert 1989, Journal of International Business Studies, V20, P Badaracco 1991, The Knowledge Link 26 Beamish and Banks 1987, Journal of International Business Studies, V18, P1 26 Ring and Van De Ven 1992, Strategic Management Journal, V13, P Note:frequency > Management Review, October 2012

5 Table 5 Most Highly Cited Publications ( ) Publications ( ) Citation Counts Dyer and Singh 1998, Academy of Management Review, V23, P Gulati 1995a, Academy of Management Journal, V38, P Hamel 1991, Strategic Management Journal, V12, P Kogut 1988, Strategic Management Journal, V9, P Cohen and Levinthal 1990, Administrative Science Quarterly, V35, P Powell, Koput, and Smith-Doerr 1996, Administrative Science Quarterly, V41, P Gulati 1998, Strategic Management Journal, V19, P Ring and Van De Ven 1994, Academy of Management Review, V19, P Parkhe 1993, Academy of Management Journal, V36, P Doz 1996, Strategic Management Journal, V17, P Barney 1991, Journal of Management, V17, P Hennart 1988,Strategic Management Journal, V9, P Mowery, Oxley and Silverman 1996, Strategic Management Journal, V17, P Khanna, Gulati, and Nohria 1998, Strategic Management Journal, V19, P Inkpen and Beamish 1997, Academy of Management Review, V22, P Granovetter 1985, American Journal of Sociology, V91, P Williamson 1985, The Economic Institutions of Capitalism 116 Hagedoorn 1993, Strategic Management Journal, V14, P Pfeffer and Salancik 1978, The External Control of Organizations 114 Kale, Singh, and Perlmutter 2000, Strategic Management Journal, V21, P Anand and Khanna 2000, Strategic Management Journal, V21, P Kogut and Singh 1988, Journal of International Business Studies, V19, P Lane and Lubatkin 1998, Strategic Management Journal, V19, P Gulati 1995b, Administrative Science Quarterly, V40, P Contractor and Lorange 1988, Cooperative Strategies in International Business 100 Eisenhardt and Schoonhoven 1996, Organization Science, V7, P Gulati and Singh 1998, Administrative Science Quarterly, V43, P Williamson 1991, Administrative Science Quarterl, V36, P Yan and Gray 1994, Academy of Management Journal, V37, P Doz and Hamel 1998, Alliance advantage 95 Geringer and Hebert 1991, Journal of International Business Studies, V22, P Uzzi 1997, Administrative Science Quarterly, V42, P35 90 Note:frequency 90 Figure 2 Article Co-citation Mappings: Note: Co-citation Frequency>15; Each article is represented by its first author. Changes in Strategic Alliance Research 135

6 Table 6 Most Highly Cited Authors Author Counts Author Counts Author Counts Author Counts Harrigan, Kathryn Ring, Peter Harrigan, Kathryn Kogut, Bruce 437 Rudie Smith Rudie 191 Kogut, Bruce 123 Gulati, Ranjay 52 Gulati, Ranjay 427 Park, Seung Ho 188 Hamel, Gary 109 Hagedoorn, John 51 Dyer, Jeffrey H. 327 Kale, Prashant 185 Williamson, Oliver E. 105 Powell, Walter W. 50 Williamson, Oliver E 325 Anderson, Erin 168 Poter, Michael 93 Nelson, Richard Gomes-Casseres, 47 Hamel, Gary 267 R. Benjamin 165 Contractor, Farok J. 81 Mowery, David C. 47 Parkhe, Arvind 256 Mowery, David C. 165 Killing, J. Peter 79 Oliver, Christine 42 Hennart, Granovetter, Mark 238 Jean-Francois S. 163 Pfeffer, Jeffery 79 Granovetter, Geringer, J. 40 Inkpen, Andrew C. 248 Mark S. Michael 162 Beamish, Paul W. 75 Barney, Jay B. 39 Doz, Yves L. 234 Beamish, Paul W. 158 Hennart, Ouchi, William Powell, Walter W. 224 Khanna, Tarun 153 Jean-Francois G. Cohen, Wesley Parkhe, Arvind Das, T. K. 223 Pfeffer, Jeffery 156 M. Geringer, J. Michael 69 Bleeke, Joel 38 Eisenhardt, Kathleen M. 220 Poter, Michael 157 Teece, David J. 63 Katz, Michael L. 36 Hagedoorn, John 213 Lane, Peter J. 148 Anderson, Erin 61 Heide, Jan B. 35 Ring, Peter Smith 210 Hofstede Geert H. 145 Buckley, Peter J. 53 Borys, Bryan 34 Cohen, Wesley M. 203 Contractor, Farok J. 142 Doz, Yves L. 53 Pisano, Gary P. 34 Teece, David J. 205 Luo, Yadong 140 Gomes-Casseres, Benjamin 52 Barney, Jay B. 195 Note: Co-citation Frequency>15; Each article is represented by its first author. Figure 3 Article Co-citation Mappings: Note: Co-citation Frequency>40; Each article is represented by its first author. 136 Management Review, October 2012

7 FACTOR 1 * Eigen: * Per: 39.4 * Cum: 39.4 Buckley 1988 (-0.92) Geringer 1991 (-0.912) Harrigan 1985 (-0.875) Franko 1971 (0.87) Hennart 1988 (0.868) Table 7 Summary of Factor Analysis ( ) FACTOR Williamson 1985 (-0.892) FACTOR Cohen 1990 (-0.827) FACTOR Williamson 1991 (-0.887) FACTOR Contractor 1988 (0.78) Porter 1980 (-0.832) Gulati 1995a (-0.816) Pfeffer 1978 (-0.774) Killing 1983 (0.667) Powell 1996 (-0.832) Granovetter 1985 (0.769) Williamson 1991 (-0.731) Harrigan 1988 (0.848) Oliver 1990 (0.722) Hamel 1989 (-0.811) Parkhe 1993 (-0.792) Ring 1994 (-0.77) Hagedoorn 1993 (-0.709) Hennart 1991 (0.844) Borys 1989 (0.647) Nelson 1982 (-0.633) Kogut 1988 (-0.804) Hamel 1991 (-0.543) Parkhe 1991 (0.661) Kogut 1989 (0.639) Porter 1986 (-0.632) Hamel 1991 (0.622) Note: 1. * Eigen=Eigenvalues ; * Per=Percentage of Variance; * Cum=Cumulated Percentage of Variance 2. Each article is represented by its first author. Table 8 Summary of Factor Analysis ( ) FACTOR 1 Eigen: Per:50.7 Cum: 50.7 FACTOR 2 Eigen: Per: 20.1 Cum: 70.8 FACTOR 3 Eigen:3.522 Per: 6.8 Cum: 77.7 FACTOR 4 Eigen:2.085 Per: 4.1 Cum: 81.7 Kogut 1992 (0.91) Inkpen 1997 (0.881) Ring 1992 (-0.82) Gulati 1995b (-0.849) Lane 1998 (0.907) Park 1997 (0.875) Williamson 1985 (-0.708) Burt 1992 (-0.834) Cohen 1990 (0.899) Kogut 1989 (0.875) Das 1998 (-0.68) Baum 2000 (-0.826) March 1991 (0.885) Parkhe 1991 (0.863) Ring 1994 (-0.678) Gulati 1999 (-0.758) Mowery 1996 (0.874) Yan 1994 (0.862) Gulati 1995a (-0.617) Eisenhardt 1996 (-0.739) Teece 1997 (0.815) Hennart 1988 (0.856) Mohr 1994 (-0.616) Gulati 1998 (-0.679) Kale 2000 (0.797) Geringer 1991 (0.837) Parkhe 1993 (-0.598) Hagedoorn 1993 (-0.656) Khanna 1998 (0.771) Kogut 1991 (0.836) Uzzi 1997 (-0.587) Granovetter 1985 (-0.647) Anand 2000 (0.767) Contractor 1988 (0.807) Williamson 1991 (-0.581) Pfeffer 1978 (-0.58) Kale 2002 (0.694) Ariño 1998 (0.775) Gulati 1998 (-0.579) Dyer 1998 (0.686) Kogut 1988 (0.744) Powell 1996 (0.683) Parkhe 1993 (0.736) Hamel 1991 (0.657) Doz 1996 (0.71) Barney 1991 (0.643) Ring 1994 (0.615) Hamel 1989 (0.596) Saxton 1997 (0.602) Gulati 1999 (0.579) Gulati 1995a (0.534) Gulati 1998 (0.564) Doz 1998 (0.527) Note: 1. * Eigen=Eigenvalues ; * Per=Percentage of Variance; * Cum=Cumulated Percentage of Variance 2. Each article is represented by its first author. Changes in Strategic Alliance Research 137

8 Figure 4 Influential Changes of the Highly Cited Publications ( ) Note: Each article is represented by its first author. 138 Management Review, October 2012

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