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.
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 | |
| Publication status | Published - May 2023 |
Keywords
- post-entry internationalization speed
- SMEs
- R&D alliances
- alliance management capability
- co-innovation ambidexterity
Access to Document
- 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/