Alliance portfolio capability: A conceptual framework for the role of exploration or exploitation alliances

Abstract

Purpose

The purpose of this paper is to develop a conceptual framework and propositions on a capability-based view that examine the role of a firm’s primary type of alliances, i.e., exploration or exploitation, in the determinants and impact of alliance portfolio capability.

Design/methodology/approach

This is a conceptual research paper, which builds on prior conceptual and empirical management research.

Findings

Regarding determinants, capability-based arguments indicate that firms with an emphasis on exploration alliances have higher levels of alliance portfolio capability. However, a focus on exploration alliances aggravates the development of alliance portfolio capability through alliance experience and a dedicated alliance function. Regarding impact, alliance portfolio capability may positively affect a firm’s alliance, innovation, and financial performance. While alliance portfolio capability is assumed to have an equally positive effect on alliance performance for all types of alliance portfolios, a relative focus on exploration alliances is expected to limit the positive effects of alliance portfolio capability on innovation and subsequent financial performance.

Originality/value

These new conceptual arguments help to reconcile inconsistent earlier findings, and they deepen the understanding of interfirm differences in alliance portfolio capability and performance.

Citation

Lichtenthaler, U. (2016), "Alliance portfolio capability: A conceptual framework for the role of exploration or exploitation alliances", Journal of Strategy and Management, Vol. 9 No. 3, pp. 281-301. https://doi.org/10.1108/JSMA-05-2015-0035