R&D Alliances and SMEs Post-Entry Internationalization Speed: The Impact of Alliance Management Capability and Co-innovation Ambidexterity

Nadia  Zahoor; Omar Al-Tabbaa; Zaheer Khan

doi:10.1002/gsj.1481

R&D Alliances and SMEs Post-Entry Internationalization Speed: The Impact of Alliance Management Capability and Co-innovation Ambidexterity

Nadia Zahoor, Omar Al-Tabbaa, Zaheer Khan^* (Corresponding Author)

^*Corresponding author for this work

Business Management

Research output: Contribution to journal › Article › peer-review

2 Citations (Scopus)

2 Downloads (Pure)

Abstract

Internationalizing SMEs are increasingly forming alliances with the aim of accessing and leveraging external knowledge to tackle the challenges they typically encounter during post-entry phase. However, these alliances are difficult to establish and manage, which result in high failure rates. To address this lacuna, we argue that alliance management capability (AMC) and coinnovation ambidexterity facilitate the post-entry internationalization speed of SMEs. Using data from 278 UK-based manufacturing SMEs, we show that AMC is an important capability that allows SMEs to leverage and harness the knowledge of their alliances for co-innovation ambidexterity, which, in turn, increases their post-entry internationalization speed. Together, these findings provide important insights for those SMEs’ managers who aim to develop effective
strategies for rapid internationalization via strategic alliances.

Original language	English
Pages (from-to)	315-348
Number of pages	34
Journal	Global Strategy Journal
Volume	13
Issue number	2
Early online date	20 Apr 2023
DOIs	https://doi.org/10.1002/gsj.1481
Publication status	Published - May 2023

Bibliographical note

The authors gratefully acknowledge the helpful comments and suggestions received from the editor Marcus Møller Larsen and two anonymous reviewers during the review process.

Keywords

post-entry internationalization speed
SMEs
R&D alliances
alliance management capability
co-innovation ambidexterity

UN SDGs

This output contributes to the following UN Sustainable Development Goals (SDGs)

Access to Document

10.1002/gsj.1481Licence: CC BY-NC-ND

Zahoor_etal_GSJ_R&D_Alliances_And_VoR
This is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made. © 2023 The Authors. Global Strategy Journal published by John Wiley & Sons Ltd on behalf of Strategic Management Society. https://creativecommons.org/licenses/by-nc-nd/4.0/
Final published version, 4.35 MBLicence: CC BY-NC-ND

Cite this

@article{7c41ab5ae48143bbb443fa576713dddd,

title = "R&D Alliances and SMEs Post-Entry Internationalization Speed: The Impact of Alliance Management Capability and Co-innovation Ambidexterity",

abstract = "Internationalizing SMEs are increasingly forming alliances with the aim of accessing and leveraging external knowledge to tackle the challenges they typically encounter during post-entry phase. However, these alliances are difficult to establish and manage, which result in high failure rates. To address this lacuna, we argue that alliance management capability (AMC) and coinnovation ambidexterity facilitate the post-entry internationalization speed of SMEs. Using data from 278 UK-based manufacturing SMEs, we show that AMC is an important capability that allows SMEs to leverage and harness the knowledge of their alliances for co-innovation ambidexterity, which, in turn, increases their post-entry internationalization speed. Together, these findings provide important insights for those SMEs{\textquoteright} managers who aim to develop effectivestrategies for rapid internationalization via strategic alliances.",

keywords = "post-entry internationalization speed, SMEs, R&D alliances, alliance management capability, co-innovation ambidexterity",

author = "Nadia Zahoor and Omar Al-Tabbaa and Zaheer Khan",

note = "The authors gratefully acknowledge the helpful comments and suggestions received from the editor Marcus M{\o}ller Larsen and two anonymous reviewers during the review process.",

year = "2023",

month = may,

doi = "10.1002/gsj.1481",

language = "English",

volume = "13",

pages = "315--348",

journal = "Global Strategy Journal",

issn = "2042-5791",

publisher = "John Wiley and Sons Inc.",

number = "2",

}

TY - JOUR

T1 - R&D Alliances and SMEs Post-Entry Internationalization Speed

T2 - The Impact of Alliance Management Capability and Co-innovation Ambidexterity

AU - Zahoor, Nadia

AU - Al-Tabbaa, Omar

AU - Khan, Zaheer

N1 - The authors gratefully acknowledge the helpful comments and suggestions received from the editor Marcus Møller Larsen and two anonymous reviewers during the review process.

PY - 2023/5

Y1 - 2023/5

N2 - Internationalizing SMEs are increasingly forming alliances with the aim of accessing and leveraging external knowledge to tackle the challenges they typically encounter during post-entry phase. However, these alliances are difficult to establish and manage, which result in high failure rates. To address this lacuna, we argue that alliance management capability (AMC) and coinnovation ambidexterity facilitate the post-entry internationalization speed of SMEs. Using data from 278 UK-based manufacturing SMEs, we show that AMC is an important capability that allows SMEs to leverage and harness the knowledge of their alliances for co-innovation ambidexterity, which, in turn, increases their post-entry internationalization speed. Together, these findings provide important insights for those SMEs’ managers who aim to develop effectivestrategies for rapid internationalization via strategic alliances.

AB - Internationalizing SMEs are increasingly forming alliances with the aim of accessing and leveraging external knowledge to tackle the challenges they typically encounter during post-entry phase. However, these alliances are difficult to establish and manage, which result in high failure rates. To address this lacuna, we argue that alliance management capability (AMC) and coinnovation ambidexterity facilitate the post-entry internationalization speed of SMEs. Using data from 278 UK-based manufacturing SMEs, we show that AMC is an important capability that allows SMEs to leverage and harness the knowledge of their alliances for co-innovation ambidexterity, which, in turn, increases their post-entry internationalization speed. Together, these findings provide important insights for those SMEs’ managers who aim to develop effectivestrategies for rapid internationalization via strategic alliances.

KW - post-entry internationalization speed

KW - SMEs

KW - R&D alliances

KW - alliance management capability

KW - co-innovation ambidexterity

U2 - 10.1002/gsj.1481

DO - 10.1002/gsj.1481

M3 - Article

SN - 2042-5791

VL - 13

SP - 315

EP - 348

JO - Global Strategy Journal

JF - Global Strategy Journal

IS - 2

ER -

R&D Alliances and SMEs Post-Entry Internationalization Speed: The Impact of Alliance Management Capability and Co-innovation Ambidexterity

Abstract

Bibliographical note

Keywords

UN SDGs

Access to Document

Fingerprint

Cite this