Abstract
This paper analyzes the relationship between networking capabilities and the motives behind SMEs taking part in collaborative relationships with firms within the same sector. Specifically, we analyzed inter-firm collaborations for new product development and the decision(s) to outsource. The main contribution of this paper is focused on identifying the existence of the mediating effect that Hybrid growth strategy has, connected to these relations. It is argued that the Hybrid growth strategy mediates the relationship between networking capabilities and the different collaborative modes with firms within the same sector. The results, obtained through a binomial logit model, supported these arguments by using a database formed by 450 face-to-face surveys, from which 296 took part in an inter-firm collaboration between 2012-2014. The surveys were given to CEOs from SMEs that participated in collaborative activities with other firms in the Electronic, Technology, Information, and Communications sector (ETICS) in Mexico.
Highlights
The collaboration between firms in the same sector has become increasingly popular in recent years, where companies are encouraged to collaborate with suppliers, research organizations and competitors (Gesing et al, 2015; Gnyawali and Park, 2009; Pinasti and Adawiyah, 2016)
SMEs with various network relationships will tend to prefer Hybrid growth strategy over Organic and Acquisitive growth strategies (Zou et al, 2010), which is the reason why we argue that Hybrid growth strategy mediates the relationship between networking capabilities and the decision to carry out collaborative actions
The results of the first exploratory factor analyses (EFA) showed the existence of one factor we name, networking capabilities, which is consistent with the expected solutions
Summary
The collaboration between firms in the same sector has become increasingly popular in recent years, where companies are encouraged to collaborate with suppliers, research organizations and competitors (Gesing et al, 2015; Gnyawali and Park, 2009; Pinasti and Adawiyah, 2016). This has even greater relevance for SMEs, since most of them have limited resources, market presence, or capabilities (GaldeanoGómez et al, 2016; Pinasti and Adawiyah, 2016). The second type is formed by those collaborating with others in the same sector with outsourcing as the motive (Todeva and Knoke, 2005)
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