EXAMINING THE RELATIONSHIP BETWEEN STRATEGIC ALLIANCES AND IMPROVED PERFORMANCE

Authors

  • Walter Han Southern Oregon University School of Business, United States
  • Nicholas Vivarelli Pamplin School of Business, University of Portland, United States
  • Subramanian Micelotta Southern Oregon University School of Business, United States

Keywords:

Systems integration, Organizational capability, Strategic alliances, Buyer-supplier relationships, Dynamic capabilities

Abstract

Despite growing research attention to systemic products and systems integration, there is still a dearth of research on the performance benefits that firms can attain from increased systems integration capabilities. We address this research gap using a longitudinal sample of 245 first-tier automotive suppliers and find that an increased systems integration capability positively affects financial performance. By considering the crucial role of manufacturing alliances, we also find evidence that vertical alliances with buyers positively moderate the relationship between systems integration capabilities and performance, while horizontal alliances have a negative moderating effect. These results contribute to the dynamic capabilities literature by providing empirical evidence that systems integration capability is a relevant predictor of firm performance, and expands the current understanding of how system manufacturers should manage their business-to-business (B2B) relationships.

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Published

2022-04-29

How to Cite

Han, W., Vivarelli, . N., & Micelotta, S. (2022). EXAMINING THE RELATIONSHIP BETWEEN STRATEGIC ALLIANCES AND IMPROVED PERFORMANCE. Accounting, Organization & Economics, 1(3), 310 - 338. Retrieved from https://fortunepublishing.org/index.php/aoe/article/view/109

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Articles