covid
Buscar en
Estudios Gerenciales
Toda la web
Inicio Estudios Gerenciales Factores de éxito de las alianzas estratégicas: el caso de las empresas integr...
Información de la revista
Vol. 27. Núm. 120.
Páginas 105-126 (julio - septiembre 2011)
Compartir
Compartir
Descargar PDF
Más opciones de artículo
Vol. 27. Núm. 120.
Páginas 105-126 (julio - septiembre 2011)
Open Access
Factores de éxito de las alianzas estratégicas: el caso de las empresas integradoras mexicanas
Success factors of strategic alliances: the case of Mexican integrative companies
Fatores de êxito das alianças estratégicas: o caso das empresas integradoras mexicanas
Visitas
3944
Francisco Camargo Mireles
Autor para correspondencia
fcamargo@pitic.uson.mx

Dirigir correspondencia a: Cenit 44. Col Real Arcos. Hermosillo, Sonora, México.
Docente investigador, Departamento de Administración, Universidad de Sonara, México
Este artículo ha recibido

Under a Creative Commons license
Información del artículo
Resumen
Bibliografía
Descargar PDF
Estadísticas
Resumen

El propósito de este trabajo fue explorar los factores de desempeño en las empresas integradoras mexicanas (una forma de alianza estratégica), aplicando un modelo teórico integral derivado de una revisión exhaustiva de la literatura del periodo 1985-2010. Los resultados obtenidos muestran que el desempeño de las alianzas está en función de dos actores: el socio y la alianza, y que cada uno de ellos tiene sus propios factores determinantes.

Palabras clave:
Alianzas estratégicas
acuerdos de colaboración
empresas integradoras
éxito
desempeño
Abstract

The purpose of this work was to explore the performance factors at Mexican integrative companies (a form of strategic alliance), by applying a comprehensive theoretical model derived from a thorough review of literature published from 1985 to 2010. The results obtained show that the performance of alliances depends on two actors, namely, the partner and the alliance, each of which has its own determining factors.

Keywords:
Strategic alliances
cooperation agreements
empresas integradoras
success
performance
Resumo

O objetivo desse estudo foi o de explorar os fatores de desempenho das empresas integradoras mexicanas (uma forma de aliança estratégica), aplicando um modelo teórico integral derivado de uma revisão exaustiva da literatura do período de 1985-2010. Os resultados obtidos mostram que o desempenho das alianças está em função de dois atores: o sócio e a aliança, e que cada um deles tem seus próprios fatores determinantes.

Palavras-chave:
Alianças estratégicas
acordos de colaboração
empresas integradoras
êxito
desempenho
El Texto completo está disponible en PDF
Referencias Bibliográficas
[1.]
P. Adler, S. Kwon.
Social Capital: Prospects for a New Concept.
Academy of Management Review, 27 (2002), pp. 17-40
[2.]
H. Adobor.
Trust as Sensemaking the Microdynamics of Trust in Interfirm Alliances.
Journal of Business Research, 58 (2005), pp. 330-337
[3.]
R. Ahlström-Söderling.
SME Strategic Business Networks Seen as Learning Organizations.
Journal of Small Business and Enterprise Development, 10 (2003), pp. 444-454
[4.]
G. Ahuja.
Collaboration Networks Structural Holes, and Innovation: A Longitudinal Study.
Administrative Science Quarterly, 45 (2000), pp. 425-455
[5.]
E. Anderson.
Two Firms One Frontier: On Assessing Joint Venture Performance.
Sloan Management Review, 31 (1990), pp. 19-30
[6.]
J.C. Anderson, J.A. Narus.
A Model of Distributor Firm and Manufacturer Firm Working Partnerships.
Journal of Marketing, 54 (1990), pp. 42-58
[7.]
A. Ariño, J. De la Torre.
Learning from Failure: Towards an Evolutionary Model of Collab**orative Ventures.
Organization Science, 9 (1998), pp. 306-325
[8.]
J.B. Barney.
Organizational Culture: Can It Be a Source of Sustained Competitive Advantage?.
Academy of Management Review, 11 (1986), pp. 656-665
[9.]
J.B. Barney.
Firms Resources and Sustainable Competitive Advantage.
Journal of Management, 17 (1991), pp. 99-120
[10.]
J.A.C. Baum, T. Calabrese, B.S. Silverman.
Don’t Go it alone: Alliance Network Composition and Startups’ Performance in Canadian Biotechnology.
Strategic Management Journal, 21 (2000), pp. 267-294
[11.]
P.W. Beamish.
Joint Ventures in LDC's: Partner Selection and Performance.
Management International Review, 27 (1987), pp. 23-37
[12.]
P.W. Beamish, I. Berdrow.
Learning from IJVs: The Unintended Outcome.
Long Range Planning, 36 (2003), pp. 285-303
[13.]
P.W. Beamish, A. Kachra.
Number of Partners and JV Performance.
Journal of World Business, 39 (2004), pp. 107-120
[14.]
H.D. Blankenburg, K. Eriksson, J. Johanson.
Creating value through mutual commitment to business network relationships.
Strategic Management Journal, 20 (1999), pp. 467-486
[15.]
P. Bretherton, I. Chaston.
Resource Dependency and SME Strategy: An Empirical Study.
Journal of Small Business and Enterprise Development, 12 (2005), pp. 274-289
[16.]
K.D. Brouthers, L.E. Brouthers, T.J. Wilkinson.
Strategic Alliances: Choose Your Partners.
Long Range Planning, 28 (1995), pp. 18-25
[17.]
R.S. Burt.
Structural Holes and Good Ideas.
American Journal of Sociology, 110 (2004), pp. 349-399
[18.]
Centre for Reviews, Dissemination.
Systematic Reviews.
NY: University of New York, (2008),
[19.]
W.M. Cohen, D.A. Levinthal.
Absorptive Capacity: A New Perspective on Learning and Innovation.
Administrative Science Quarterly, 35 (1990), pp. 128-152
[20.]
T.K. Das, R. Kumar.
Interpartner Harmony in Strategic Alliances: Managing Commitment and Forbearance.
International Journal of Strategic Business Alliances, 1 (2009), pp. 24-52
[21.]
T.K. Das, B.S. Teng.
The Dynamics of Alliance Conditions in the Alliance Development Process.
Journal of Management Studies, 39 (2002), pp. 725-746
[22.]
D.L. Deeds, F.T. Rothaermel.
Honeymoons and Liabilities: The Relationship between Age and Performance in Research and Development Alliances.
Journal of Product Innovation Management, 20 (2003), pp. 468-484
[23.]
D. Denyer, D. Tranfield.
Using Qualitative Research Synthesis to Build an Actionable Knowledge Base.
Management Decision, 44 (2006), pp. 213-227
[24.]
M. Dixon-Woods, S. Agarwall, B. Young, D. Jones, A. Sutton.
Integrative Approaches to Qualitative and Quantitative Evidence.
Londres: Health Development Agency, (2004),
[25.]
J.H. Dyer, P. Kale, H. Singh.
How to Make Strategic Alliance Work.
MIT Sloan Management Review, 42 (2001), pp. 37-43
[26.]
K.M. Eisenhardt.
Building Theories from Case-Study Research.
Academy of Management Review, 14 (1989), pp. 532-550
[27.]
K.M. Eisenhardt, M.E. Graebner.
Theory Building from Cases: Opportunities and Challenges.
Academy of Management Journal, 50 (2007), pp. 25-32
[28.]
K.M. Eisenhardt, C.V. Schoonhoven.
Resource-based View of Strategic Alliance Formation: Strategic and Social Effects in Entrepreneurial Firms.
Organization Science, 7 (1996), pp. 136-150
[29.]
A.D. Ellinger, A.E. Ellinger, B. Yang, S.W. Howton.
The Relationship between the Learning Organization Concepts and Firms Financial Performance: An Empirical Assessment.
Human Resource Development Quarterly, 13 (2002), pp. 5-21
[30.]
Z. Emden, A. Yaprak, S.T. Cavusgil.
Learning from Experience in International Alliances: Antecedents and Firm Performance Implications.
Journal of Business Research, 58 (2005), pp. 883-892
[31.]
D. Faems, B. Van Looy, K. Debackere.
Interorganizational Collaboration and Innovation: Toward a Portfolio Approach.
Journal of Product Innovation Management, 22 (2005), pp. 238-250
[32.]
J.M. Geringer.
Strategic Determinants of Partner Selection Criteria in International Joint Ventures.
Journal of International Business Studies, 22 (1991), pp. 41-62
[33.]
J.M. Geringer, L. Hebert.
Control and Performance of International Joint Ventures.
Journal of International Business Studies, 20 (1989), pp. 235-254
[34.]
J.M. Geringer, L. Hebert.
Measuring Performance of International Joint Ventures.
Journal of International Business Studies, 22 (1991), pp. 249-263
[35.]
R.M. Grant, Ch. Baden-Fuller.
A Knowledge Accessing Theory of Strategic Alliances.
Journal of Management Studies, 41 (2004), pp. 61-84
[36.]
R. Gulati.
Social Structure and Alliance Formation Patterns: A Longitudinal Analysis.
Administrative Science Quarterly, 40 (1995), pp. 619-652
[37.]
R. Gulati.
Alliances and Networks.
Strategic Management Journal, 19 (1998), pp. 293-317
[38.]
R. Gulati, M. Gargiulo.
Where Do Interorganizational Networks Come From?.
The American Journal of Sociology, 104 (1999), pp. 1439-1493
[39.]
A.C. Inkpen, P.W. Beamish.
Knowledge Bargaining Power, and the Instability of International Joint Ventures.
Academy of Management Review, 22 (1997), pp. 177-202
[40.]
C.J. Lambe, R.E. Spekman, S.D. Hunt.
Alliance Competence, Resources, and Alliance Success: Conceptualization.
Measurement, and Initial Test, Journal of the Academy of Marketing Science, 30 (2002), pp. 141-158
[41.]
N. Lin.
Social Networks and Status Attainment.
Annual Review of Sociology, 25 (1999), pp. 467-488
[42.]
Y. Luo.
Procedural Fairness and Interfirm Cooperation in Strategic Alliances.
Strategic Management Journal, 29 (2008), pp. 27-46
[43.]
S. Makino, A. Delios.
Local Knowledge Transfer and Performance: Implications for Alliance Formation in Asia.
Journal of International Business Studies, 27 (1996), pp. 905-927
[44.]
K. Pennar.
The Ties that Lead to Prosperity: The Economic Value of Social Bonds is only the Beginning to the Measured.
Business Week, 15 (1997), pp. 153-155
[45.]
J. Ratnatunga, C. Romano.
A Citation Classics Analysis of Articles in Contemporary Small Enterprise Research.
Journal of Business Venturing, 12 (1997), pp. 197-212
[46.]
D. Tranfield, D. Denyer, P. Smart.
Towards a Methodology for Developing Evidence-Informed Management Knowledge by Means of Systematic Review.
British Journal of Management, 14 (2003), pp. 207-222
[47.]
W. Tsai.
Knowledge Transfer in Intraorganizational Networks: Effects of Network Position and Absorptive Capacity on Business Unit Innovation and Performance.
Academy of Management Journal, 44 (2001), pp. 996-1004
[48.]
A. Van Gils, P.S. Zwart.
Alliance Formation Motives in SMEs An Explorative Conjoint Analysis Study.
International Small Business Journal, 27 (2009), pp. 5-37
[49.]
R.K. Yin.
Case Study Research: Design and Methods.
Londres: Sage, (2003),
[50.]
A. Zaheer, G.G. Bell.
Benefiting from Network Position: Firm Capabilities.
Structural Holes, and Performance. Strategic Management Journal, 26 (2005), pp. 809-825
[51.]
M. Zollo, J.J. Reuer, H. Singh.
Interorganizational Routines and Performance in Strategic Alliances.
Organization Science, 13 (2002), pp. 701-713
[52.]
H.A. Zou, P.N. Ghauri.
Internationalizing by Learning: the Case of Chinese High-Tech New Ventures.
International Marketing Review, 27 (2010), pp. 223-244
Copyright © 2011. Universidad ICESI
Descargar PDF
Opciones de artículo