Abstract
This study outlines a model of why and how the respective influence of alliance learning and alliance experience on innovative performance is likely to be moderated by the level of power asymmetry. The results are based on a sample of 316 high technology firms' alliances. By testing our model using hierarchical regression, the results generally support the proposed hypotheses, in that power asymmetry has a significant negative moderating effect on the impact of alliance learning on innovative performance. In contrast, we find that power asymmetry has a significant positive moderating effect on the impact of alliance experience on innovative performance. Implications for management theory and practice are discussed.
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