Ties that tear apart: The social embeddedness of strategic alliance termination

References

• G.AhujaCollaboration networks, structural holes and innovation: A longitudinal studyAdministrative Science Quarterly452000425455
   Web of Science ®Google Scholar
• E.AndersonTwo firms, one frontier: On assessing joint venture performanceSloan Management Review3219901930
   Google Scholar
• A.AriñoMeasuring of strategic alliance performance: An analysis of construct validityJournal of International Business Studies3420036679
   Web of Science ®Google Scholar
• A.AriñoJ.de la TorreLearing from Failure: Towards an evolutionary model of collaborative venturesOrganization Science91998306325
   Web of Science ®Google Scholar
• ASAPThe State of Alliance Management Survey 20092009Association of Strategic Alliance Professionals
   Google Scholar
• W.E.BakerR.R.FaulknerG.A.FisherHazards of the market: The continuity and dissolution of interorganizational market relationshipsAmerican Sociological Review631998147177
   Web of Science ®Google Scholar
• H.G.BarkemaJ.H.BellJ.M.PenningsForeign entry, cultural barriers, and learningStrategic Management Journal171996151166
   Web of Science ®Google Scholar
• H.G.BarkemaF.VermeulenWhat differences in the cultural backgrounds of partners are detrimental for international joint ventures?Journal of International Business Studies281997845864
   Web of Science ®Google Scholar
• J.A.BaumT.CalabreseB.S.SilvermanDon’t go it alone: Alliance network composition and startups’ performance in Canadian biotechnologyStrategic Management Journal212000267294
   Web of Science ®Google Scholar
• J.A.BaumC.OliverInstitutional linkages and organizational mortalityAdministrative Science Quarterly361991187218
   Web of Science ®Google Scholar
• P.BonacichPower and centrality: A family of measuresAmerican Journal of Sociology92198711701182
   Web of Science ®Google Scholar
• F.ContractorP.LorangeCooperative strategies in international business1988Lexington BooksCambridge, MA
   Google Scholar
• D.R.CoxRegression models and life tablesJournal of the Royal Statistical Society341972187220
   Google Scholar
• T.K.DasB.-S.TengResource and risk management in the strategic alliance making processJournal of Management2419982142
   Web of Science ®Google Scholar
• T.K.DasB.-S.TengInstabilities of strategic alliances: An internal tensions perspectiveOrganization Science11200077101
   Web of Science ®Google Scholar
• D.L.DeedC.W.L.HillAn examination of opportunistic action within research alliances: Evidence from the biotechnology industryJournal of Business Venturing141998141163
   Web of Science ®Google Scholar
• A.De ManG.DuystersCollaboration and innovation: A review of the effects of mergers, acquisitions and alliances on innovationTechnovation25200513771387
   Web of Science ®Google Scholar
• C.DhanarajP.W.BeamishEffect of equity ownership on the survival of international joint venturesStrategic Management Journal252004295305
   Web of Science ®Google Scholar
• G.DuystersG.KokM.VaandragerCrafting successful strategic technology partnershipsR&D Management291999343351
   Web of Science ®Google Scholar
• J.H.DyerH.SinghThe relational view: Cooperative strategy and sources of interorganizational competitive advantageAcademy of Management Review221998660679
   Google Scholar
• K.M.EisenhardtC.B.SchoonhovenResource-based view of strategic alliance formation: Strategic and social effects in entrepreneurial firmsOrganization Science71996136150
   Web of Science ®Google Scholar
• L.C.FreemanCentrality in social networks: Conceptual clarificationSocial Networks11979215239
   Web of Science ®Google Scholar
• J.B.GoesS.H.ParkInterorganizational links and innovation: The case of hospital servicesAcademy of Management Journal401997673696
   Web of Science ®Google Scholar
• D.R.GnyawaliR.MadhavenCooperative networks and competitive dynamics: A structural embeddedness perspectiveAcademy of Management Review262001431445
   Web of Science ®Google Scholar
• R.GulatiAlliances and networksStrategic Management Journal191998293317
   Web of Science ®Google Scholar
• R.GulatiM.GargiuloWhere do interorganizational networks come from?American Journal of Sociology104199914391493
   Web of Science ®Google Scholar
• J.HagedoornInter-firm partnerships and cooperative strategies in core technologiesC.FreemanL.SoeteNew explorations in the economics of technical changes1990PinterLondon337
   Google Scholar
• J.HagedoornInter-firm R&D partnerships: An overview of major trends and patterns since 1960Research Policy312002477492
   Web of Science ®Google Scholar
• J.-F.HennartD.-J.KimM.ZengThe impact of joint venture status on the longevity of Japanese stakes in U.S. manufacturing affiliatesOrganziation Science91998382395
   Web of Science ®Google Scholar
• A.C.InkpenP.W.BeamishKnowledge, bargaining power, and the instability of international joint venturesAcademy of Management Review221997177202
   Web of Science ®Google Scholar
• R.D.IrelandM.A.HittD.VaidyanathAlliance management as a source of competitive advantageJournal of Management282002413446
   Web of Science ®Google Scholar
• B.KogutThe stability of joint ventures: Reciprocity and competitive rivalryThe Journal of Industrial Economics381989183198
   Web of Science ®Google Scholar
• M.P.KozaA.Y.LewinThe co-evolution of strategic alliancesOrganization Science91998255263
   Web of Science ®Google Scholar
• A.S.MinerT.L.AmburgeyT.M.StearnsInterorganizational linkages and population dynamics: Buffering and transformational shieldsAdministrative Science Quarterly351990689713
   Web of Science ®Google Scholar
• N.PangarkarDeterminants of alliance duration in uncertain environments: The case of the biotechnology sectorLong Range Planning362003269284
   Web of Science ®Google Scholar
• S.H.ParkM.V.RussoWhen competition eclipses cooperation: An event history analysis of joint venture failureManagement Science421996875890
   Web of Science ®Google Scholar
• S.H.ParkG.R.UngsonThe effect of national culture, organizational complementarity, and economic motivation on joint venture dissolutionThe Academy of Management Journal491997279307
   Google Scholar
• S.H.ParkG.R.UngsonInterfirm rivalry and managerial complexity: A conceptual framework of alliance failureOrganization Science1220013753
   Web of Science ®Google Scholar
• A.ParkheInterfirm diversity, organizational learning, and longevity in global strategic alliancesJournal of International Business Studies221991579602
   Web of Science ®Google Scholar
• A.ParkheStrategic alliance structuring: A game theory and transaction cost examination of interfirm cooperationAcademy of Management Journal361993794829
   Web of Science ®Google Scholar
• W.W.PowellK.W.KoputL.Smith-DoerrInterorganizational collaboration and the locus of innovation: Networks of learning in biotechnologyAdministrative Science Quarterly411996116145
   Web of Science ®Google Scholar
• T.RowleyD.BehrensD.KrackhardtRedundant governance structures: An analyis of structural and relational embeddedness in the steel and semiconductor industriesStrategic Management Journal212000369386
   Web of Science ®Google Scholar
• T.SaxtonThe effects of partner and relationship characteristics on alliance outcomesAcademy of Management Journal401997443461
   Web of Science ®Google Scholar
• M.A.SeabrightD.A.LevinthalM.FichmanRole of individual attachments in the dissolution of interorganizational relationshipsThe Academy of Management Journal351992122160
   Web of Science ®Google Scholar
• W.ShanG.WalkerG.KogutInterfirm cooperation and startup innovation in the biotechnology industryStrategic Management Journal151994387394
   Web of Science ®Google Scholar
• T.A.B.SnijdersStochastic actor-oriented models for network chanceJournal of Mathematical Sociology211996149172
   Web of Science ®Google Scholar
• T.A.B.SnijdersThe statistical evaluation of social network dynamicsM.E.SobelM.P.BeckerSociological methodology2001Basil BlackwellLondon361395
   Web of Science ®Google Scholar
• T.A.B.SnijdersModels for longitudinal network dataP.CarringtonJ.ScottS.WassermanModels and methods in social network analysis2005University PressCambridge/New York215247
   Google Scholar
• T.A.B.SnijdersM.HuismanManual for Siena version 1.982003ICS/Department of Statistics and Measurement TheoryGroningen
   Google Scholar
• T.E.StuartNetwork positions and propensities to collaborate: An investigation of strategic alliance formation in a high-technology industryAdministrative Science Quarterly431998668698
   Web of Science ®Google Scholar
• W.TsaiKnowledge transfer in intraorganizational networks: Effects of network position and absorptative capacity on business unit innovation and performanceAcademy of Management Journal4420019961004
   Web of Science ®Google Scholar
• B.UzziR.LancasterRelational embeddedness and learning: The case of bank loan managers and their clientsManagement Science492003383399
   Web of Science ®Google Scholar
• W.VanhaverbekeG.DuystersN.NoorderhavenExternal technology sourcing through alliances or acquisitions: An analysis of the application-specific integrated circuits industryOrganization Science132002714733
   Web of Science ®Google Scholar
• S.WassermanK.FaustSocial network analysis: Methods and applications1994Cambridge University PressCambridge
   Google Scholar