Alliance Management Capability Research Articles

Ambidextrous knowledge accumulation, dynamic capability and manufacturing digital transformation in China

Purpose Existing studies have paid less attention to the impact of knowledge accumulation on digital transformation and its boundary conditions. Hence, this study aims to investigate the effects of ambidextrous knowledge accumulation on manufacturing digital transformation under the moderation of dynamic capability. Design/methodology/approach This study divides knowledge accumulation into exploratory and exploitative knowledge accumulation and divides dynamic capability into alliance management capability and new product development capability. To clarify the relationship among ambidextrous knowledge accumulation, dynamic capability and manufacturing digital transformation, the authors collect data from 421 Chinese listed manufacturing enterprises from 2016 to 2020 and perform analysis by multiple hierarchical regression method, heterogeneity test and robustness analysis. Findings The empirical results show that both exploratory and exploitative knowledge accumulation can significantly promote manufacturing digital transformation. Keeping ambidextrous knowledge accumulation in parallel is more conducive than keeping single-dimensional knowledge accumulation. Besides, dynamic capability positively moderates the relationship between ambidextrous knowledge accumulation and manufacturing digital transformation. Moreover, the heterogeneity test shows that the impact of ambidextrous knowledge accumulation and dynamic capabilities on manufacturing digital transformation varies widely across different industry segments or different regions. Originality/value First, this paper shifts attention to the role of ambidextrous knowledge accumulation in manufacturing digital transformation and expands the connotation and extension of knowledge accumulation. Second, this study reveals that dynamic capability is a vital driver of digital transformation, which corroborates the previous findings of dynamic capability as an important driver and contributes to enriching the knowledge management literature. Third, this paper provides a comprehensive micro measurement of ambidextrous knowledge accumulation and digital transformation based on the development characteristics of the digital economy era, which provides a theoretical basis for subsequent research.

Balancing between dynamics and stability for innovation alliance synergy based on evolutionary game model

Purpose Research on strategic alliances is concerned with two issues: continuation and reconfiguration. Building on prior research that examines the two issues separately, the paper studies them simultaneously. This paper aims to investigate how strategic alliances may exert the synergetic effect between dynamics and stability as well as to discuss the dynamic evolution process and influence factors of strategic alliances. Design/methodology/approach This paper describes the construction of a two-party evolutionary game model of alliance and partners. The model is used to analyze the evolution process of synergetic mechanism to determine when to terminate and when to continue with a partnership. Further, numerical simulation is used to quantify the results and to gain insight into the effects of various factors on the dynamic evolution of the synergetic mechanism. Findings This paper reveals several synergetic states of dynamics and stability in the alliances. The results show that synergy states are positively affected by the collaborative innovation benefits, alliance management capability, the intensity of intellectual property protection, liquidated damages and reputation losses, and negatively affected by the absorptive capacity of partners. Practical implications The study helps the alliance to achieve long-term development as well as to balance the paradoxical relationship. The results suggest that managers of strategic alliances should focus on building strong and long-term relationships in order to achieve high performance innovations. Managers should also pay close attention to their partners’ behaviors in previous alliances. Originality/value This paper provides new insights into the paradoxical relationship in alliance by revealing the evolution of synergetic mechanism between dynamics and stability. The results remind alliances to understand the relationship between dynamics and stability and to notice the influence factors of synergistic effects when they are making decisions.

Alliances and digital transformation are crucial for benefiting from dynamic supply chain capabilities during times of crisis: A multi-method study

During times of crisis, businesses need strategic partnerships and digital transformation to survive. Understanding how digital transformation and alliance management capability can work together to enhance supply chain capabilities during a crisis is important. We have developed a theoretical framework that explains how the alliance management capability, under the mediating influence of digital transformation, helps build supply chain capabilities for unprecedented crises. This framework highlights key enablers such as alliance management capability, digital transformation, supply chain agility, and supply chain adaptability that are essential for organisational performance. We tested our theoretical model using a survey of 157 individuals working in the manufacturing industry in India. Our findings suggest that combining alliance management capability and digital transformation enhances supply chain capabilities, which improves an organisation's ability to respond to crises. Moreover, digital transformation, supply chain agility, and adaptability are critical determinants of organisational performance during crises. Therefore, companies that use digital technologies to increase their agility and adaptability are more likely to perform well during times of crisis. To collect qualitative data, we interviewed key participants (n = 27) and identified four key enablers for a digital transformation strategy for supply chains: coordination, digital leadership, digital culture, and digital talent management. Our study offers a detailed understanding of the dynamic capability view in digital transformation, highlighting key drivers for competitive advantage.

Alliance management capability and SMEs’ international expansion: The role of innovation pathways

Although alliance management capability (AMC) has been widely investigated as a firm-level performance driver, it is still unclear whether and how this distinctive type of relational capability can enhance small and medium-sized enterprises (SMEs) internationalization activity. By integrating the alliance capability literature and resource-based view (RBV), as well as using data collected from a sample comprising 248 SMEs in UK manufacturing industries, we address this gap by examining the mechanisms through which SMEs can expand their internationalization via collaboration. We found support for our contention that AMC enhances radical and incremental co-innovation in SMEs, culminating in the international expansion of these firms. Additionally, we reveal the moderating effects of alliance partner diversity on the AMC and co-innovation relationship. The results offer both theoretical and managerial insights, contributing to a better understanding of how SMEs can leverage AMC to drive their global expansion strategies.

Alliance management capabilities in sustainability‐oriented collaboration: Problematization and new research directions

AbstractSustainability‐oriented collaboration, a heterogeneous set of formal interorganizational arrangements that vary considerably in size, membership, focus and functioning, but share the same interest in addressing sustainability challenges of public concern, is becoming a mainstay of corporate agenda setting. Yet, the more firms interact on social and environmental issues, the more the burdens and tensions of collaborating for sustainability become apparent. Research and practice increasingly question whether an alliance management capability (AMC) perspective can be adopted to explain variability in collaboration effectiveness. With the aim to investigate whether, and to what extent, existing sustainability‐oriented collaboration research integrates or challenges mainstream theory on AMC, we adopt a problematization method to unpack the root assumptions underlying the AMC construct. We find that self‐interest in economic value creation and capture, the need for homogeneity to favour knowledge accumulation and learning on alliance management, and predictable patterns of AMC deployment are consistently assumed by scholars to predict success in alliance management. Accordingly, we analyse AMC assumptions’ current integration in the study of sustainability‐oriented collaboration, conducting a systematic literature review on collaborative capabilities developed for, during and in response to sustainability challenges. In so doing, we identify what distinguishes sustainability‐oriented collaboration from mainstream strategic alliances and the related implications on the collaborative capabilities firms should develop and deploy when dealing with sustainability challenges. We elaborate on these and their implications for AMC constructs to provide a future research agenda, which integrates further theoretical perspectives and broadens the scope of existing ones.

R&D alliances and SMEs post‐entry internationalization speed: The impact of alliance management capability and co‐innovation ambidexterity

AbstractResearch SummaryThis study delves into the relationship between alliance management capability (AMC) and the post‐entry internationalization speed of small‐sized and medium‐sized enterprises (SMEs). We develop a novel theoretical framework that illuminates the effect of co‐innovation ambidexterity as a mechanism that unlocks AMC value in speeding up SME internationalization following entry into foreign markets. To validate our framework, we conduct an empirical investigation using a sample of 278 UK‐based manufacturing SMEs. Our findings support the proposition that co‐innovation ambidexterity is a crucial mediating mechanism through which AMC boosts the post‐entry internationalization speed of SMEs. Therefore, this research sheds new light on the critical roles of AMC and co‐innovation ambidexterity during the post‐entry stage, which has far‐reaching implications for the fields of international entrepreneurship and international strategic alliances.Managerial SummaryInternationalizing 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 results in high failure rates. To address this lacuna, we argue that AMC and co‐innovation 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.

The role of artificial intelligence in supply chain analytics during the pandemic

The global supply networks have been disrupted and weak connections exposed to an extent that few people have ever seen in their lifetime due to the COVID-19 epidemic. As a result of the severity of the crisis, every country and industry is feeling the effects, and the massive shifts in demand and supply that have happened throughout the epidemic are easily distinguishable from the effects of previous crises. We looked into the adaptability of alliance management and AI-driven supply chain analytics in the context of an ever-changing external environment. We examined four hypotheses in this area using survey data from the American auto components manufacturing industry. To do the analysis, we used Smart PLS. Alliance management capabilities, mediated by AI-powered supply chain analytics capacity, have been found to increase an organization's operational and financial performance. We also discovered, with environmental dynamics as a moderating factor, that alliance management capability has a substantial impact on AI-powered supply chain analytics capabilities. Based on our findings, we have a deep appreciation for the interplay between dynamic capacities and the relational view of organization. Finally, we pointed up the limitations of our study and offered a number of directions for future investigation that might help address some of the concerns that our results raise.

The role of strategic agility on sustainable competitive advantage of private higher education institutions

Insofar as a few researchers have studied the effect of strategic agility (SA) adoption as a technique for enabling sustainable competitive advantage (SCA) in higher education institutions (HEIs). In this regard, this study will examine the extent to which SCA enhances SA and the factors influencing the adoption of these techniques in the context of HEIs, using the dynamic capabilities theory (Tallon et al., 2019; Păunescu et al., 2018). This study aims to explore the highest-order firm’s capabilities, namely leadership capability, entrepreneurial capability, information technology (IT) capability, and alliance management capability, based on the perspective of dynamic capability theory as factors that influence SA and SCA with a systematic review approach to address all research topics in this study. Therefore, the primary objectives of this research are to investigate the adoption of SA practices among private HEIs in Indonesia and its effect on SCA in the context of dynamic capabilities by using a systematic review approach. The results show that the SA method will be the right instrument to achieve SCA in private HEIs in Indonesia. SCA can be utilized for HEIs organizations to achieve sustainable and long-term performance.

On the role and nature of alliance management capability in family business: Empirical evidence from a developing market

AbstractDespite the research on alliance management capability (AMC) has evolved in recent years, we still lack a clear understanding of its antecedents and performance outcomes in the context of family businesses, a setting that is inherently different from a typical firm‐to‐firm corporation. Collecting data from the Libyan family firms sector, we found that alliance experience, family culture (as internal antecedence), and political instability (as external antecedence) are crucial for AMC development, where the latter has a significant effect on the alliance performance of these firms. We also discuss the theoretical and practical implications of our study.

Risk Management Practices and Enterprise Resilience - The Mediating Role of Alliance Management Capabilities

Enterprises face several obstacles in an interconnected world with dynamic and uncertain business climates. Volatility has become one of the greatest threats to the resiliency of companies but might also offer an opportunity. They must exert effort to be resilient by implementing proactive risk management. This study investigates the influence of Risk Management Practices (RMP) on Enterprise Resilience (ER) across state-owned companies (SOEs) in Indonesia, as well as the moderating role of alliance management capabilities (AMCs) on the relationship between RMP and ER. The Indonesian SOEs would be the units of analysis of the study due to their importance to the Indonesian economy and the scarcity of research on resilience and risk management in SOEs in emerging economies. The research utilized online surveys of SOE board members. Three hundred twenty-two valid responses are analyzed using PLS-SEM. The study indicated that RMP has a significant effect on ER. Leadership Capabilities (LC) mediates the link between RMP and ER. This research contributes to limited literature that integrates AMCs, RMPs, and ER through the perspective of dynamic capability theory and is done using a unique sample of SOEs from emerging countries. The results offer policymakers and SOE management recommendations for enhancing SOEs' sustainability.

Moderating Effect of Dynamic Capabilities on the Relationship Between Porter’s Generic Strategies and Performance of Commercial Banks

The Kenyan banking industry contributes significantly to government revenues yet financial reports indicate that Kenya’s listed banks recorded a negative EPS (earnings per share) growth of 0.8% in the financial year 2017, compared to average positive growth of 4.4% in the financial year 2016. Kenya’s listed published their financial year 2018 performance, with an average growth share, of 13.8%, compared to 1.0% decrease the past year. All quoted banks in Kenya gave their financial year 2019 reports, realizing average core earnings per share growth of 9.9%, in comparison to 13.8% growth, in the past year. This trend indicates a decline in the growth of the core earnings per share. Previous studies on dynamic capability and performance dwelt on sensing capability, coordination, learning, sensing, seizing, transforming, and IC. However, this study focused on all dynamic capabilities. Past studies on the moderator influence focused on alliance management capability, resource planning capability, and environmental dynamism as moderators. However, this study focused on all the dynamic capabilities of the moderator. This demonstrates that dynamic capability is still a plausible moderator. This study focused on the listed banks currently 11 in number. This is because their operations and records Were declared by law to the public. Objective one was regressed from the dependent and the independent variables. In objective two there was the introduction of the dynamic capabilities’ variable to establish its effect on the outcome. Objective three combined the dependent, independent variables and the potential moderating variable. The study applied the resource base theory because it looks at the role of internal aspects, that is resources and capabilities- of the organization during change. Also, the configuration theory because it believes in organizational rejuvenation and restructuring of their core structures to achieve success. Cross-sectional survey design with a census done of the listed commercial banks in Kenya, was adopted. The respondents comprised 68 heads of departments, 11 CEOs, 29 regional heads, and 145 regional managers. Primary data collection was done vide a questionnaire. Reliability was ascertained using Cronbach’s alpha test. The performance scale should indicate a Cronbach alpha of at least 0.7. Face validity was ensured by administering the questionnaire to two senior bank managers. construct validity was established. Content validity was ascertained through the subjection of a pool of questions to experts. Data analysis was done using descriptive and inferential statistics. The results discovered that generic strategies by porter, affected commercial banks' performance, (β=0.645, p=0.000) and accounted for 41.6% variance, dynamic capabilities positively affect performance (β=0.364, p=0.000) and account for 12.9% and dynamic capabilities are a positive moderator of the relationship between porters’ generic strategies and performance (β=0.030, p=0.010) with a percentage increase of 1.5%. It is concluded from the findings that porter’s generic strategies and dynamic capabilities have positive effects on the performance of commercial banks while dynamic capabilities moderate the relationship. It was recommended from the findings that companies improve more on the cost strategy and dynamic capabilities to realize better performance. The study would contribute to the existing literature by adding the moderating effect of dynamic capabilities. The study will help bankers to focus on dynamic capabilities while studying performance. The academia will benefit from this study as well.

Ambidextrous Leadership of Publicly Listed Companies during Turbulent Times: The Importance of Agility and Alliance Capability

Purpose: The primary goal of this study is to evaluate the importance of developing organizational agility and alliance capability to survive during turbulence times such COVID-19 pandemic.
 Design/methodology/approach: The study's data was gathered through a survey of 103 top management teams from 55 publicly listed companies in Indonesia, and the responses were analyzed to determine the relationships between leadership, agile organization, alliance management, and firm performance.
 Findings: This study found that ambidextrous leadership at publicly listed companies has no direct impact on firm performance during times of turbulence. Agility and alliance management capability, on the other hand, fully mediate the relationship between ambidextrous leadership and firm performance.
 Research limitations/implications: Leaders, particularly those in public listed companies, must continuously improve their organizational agility and alliance management capability to remain competitive and adaptive to face environmental changes. For utilizing organizational agility and alliance management capability as a firm strategy during times of turbulences, ambidextrous leaders are expected to balance exploiting and exploring practices.
 Originality/value: This study compares the perceptions of top management team during and normal time and during the COVID-19 pandemic specifically on leadership, agility, and alliance management capability in a stock market environment.

Socio‐emotional Wealth Preservation and Alliance Success in Family Firms: The Role of Political Instability and Alliance Management Capability

AbstractSocio‐emotional wealth preservation (SEW‐P) can create a dilemma for family firms when seeking to establish strategic alliance: how to manage the need to establish strategic alliances aimed at obtaining complementary network‐based resources (the economic dimension) with the fear that such a move may jeopardize family control and domination (the SEW dimension). To address this dilemma (also labelled as a ‘mixed gamble’), we theorized that the concern to preserve SEW (i.e. SEW‐P) can contribute to family firms’ alliance success being dependent on the leverage of alliance management capability (AMC). We also propose that SEW‐P can act as an organizational cognitive enabler for AMC. Yet the positive association between SEW‐P and AMC will become stronger when family firms operate in a politically unstable environment. We tested these hypotheses using a unique dataset collected from 302 family firms operating in a politically unstable environment (the Libyan context), and the analysis lends support to our model and predictions. Overall, the study advances the alliance theories and family business literature by adding new insights that explain the effect of non‐financial priorities of family firms, and related contingencies, in predicting alliance success.

Effect of Dynamic Capabilities on Performance of Commercial Banks

The Kenyan banking industry contributes significantly to the government revenues yet financial reports indicate that Kenya’s listed banks recorded a negative EPS (earnings per share) growth of 0.8% in the financial year 2017, compared to average positive growth of 4.4% in the financial year 2016. Kenya’s listed published their financial year 2018 performance, with an average growth a share, of 13.8%, compared to a 1.0% decrease the past year. All quoted banks in Kenya gave their financial year 2019 reports, realizing average core earnings per share growth of 9.9%, in comparison to 13.8% growth, in the past year. This trend indicates a decline in the growth of the core earnings per share. Previous studies on dynamic capability and performance dwelt on sensing capability, coordination, learning, sensing, seizing, transforming and IC. However, this study focused on all dynamic capabilities. Past studies on the moderator influence focused on alliance management capability, resource planning capability, and environmental dynamism as moderators. However, this study focused on all the dynamic capabilities of the moderator. This demonstrates that dynamic capability is still a plausible moderator. This study focused on the listed banks currently 11 in number. This is because their operations and records Were declared by law to the public. Objective one was regressed from the dependent and the independent variables. In objective two, the dynamic capabilities variable was introduced to establish its effect on the outcome. Objective three combined the dependent, independent variables and the potential moderating variable. The study applied the resource base theory because it looks at the role of internal aspects – resources and capabilities – of the organization during change. Also, the configuration theory because it believes in organizational rejuvenation and restructuring of their core structures to achieve success. Cross-sectional survey design and correlational was done of the eleven listed commercial banks in Kenya. The respondents comprised 68 heads of departments, 11 CEOs, 29 regional heads, and 145 regional managers. Primary data collection was done vide a questionnaire. Reliability was ascertained using Cronbach’s alpha test. The performance scale should indicate a Cronbach alpha of at least 0.7. Face validity was ensured by administering the questionnaire to two senior bank managers. construct validity was established. Content validity was ascertained through subjection of a pool of questions to experts. Data analysis was done using descriptive and inferential statistics. The results discovered that generic strategies by porter, affected commercial banks’ performance, (β=0.645, p=0.000) and accounted for 41.6% variance, dynamic capabilities positively affect performance (β=0.364, p=0.000) and accounts for 12.9% and dynamic capabilities are a positive moderator of the relationship between porters’ generic strategies and performance (β=0.030, p=0.010) with a percentage increase of 1.5%. It is concluded from the findings that porter’s generic strategies and dynamic capabilities positively affect commercial banks' performance while dynamic capabilities moderate the relationship. It was recommended from the findings that companies improve more on the cost strategy and dynamic capabilities to realize better performance. The study would contribute to the existing literature by adding the moderating effect of dynamic capabilities. The study will help bankers to focus on dynamic capabilities while studying performance. The academia will benefit from this study as well.

Alliance management and innovation under uncertainty

AbstractDrawing on the configuration argument of strategic fit – i.e., an effective alignment of a firm's strategy with its environment, internal structures, and processes – and the resource-based view, this paper clarifies the impact of alliance strategy, alliance management resources, and alliance management capabilities on innovation performance in collaborative ventures. This study of 441 collaborative ventures in the electronics industry offers empirical support for the configuration argument. First, greater alliance strategy formalization influences innovation performance directly and indirectly. Alliance management capabilities – that reflect organizational routines to implement an alliance strategy – partially mediate this effect. Second, alliance management capabilities leverage alliance management resources in that the effect of the former on innovation performance is moderated by the latter. Furthermore, greater innovation strategy formalization affects innovation performance and moderates the direct effect of alliance strategy formalization on innovation performance; an effect that increases with technological uncertainty.

Understanding subcontracting organizational arrangements for construction projects in China: integrating capabilities and uncertainty

PurposeChinese construction projects commonly implement subcontracting, but organizational arrangements have received little attention. Some studies have debated the impact of firm capabilities on subcontracting. To address these issues, this study differentiates the general contractor’s technological capabilities and alliance management capabilities and investigates how capabilities affect the degree of subcontracting and subcontracting dispersion based on the resource-based view and transaction cost economics.Design/methodology/approachBy conducting a survey, 219 valid questionnaires were collected from Chinese construction companies. Multiple regression analyses were conducted to test the influence of capabilities on subcontracting organizational arrangements and the moderating role of uncertainty.FindingsThe results show that technological capabilities decrease the degree of subcontracting, whereas alliance management capabilities increase the degree of subcontracting as well as subcontracting dispersion. The results also indicate that the positive effects of alliance management capabilities are weakened by project uncertainty.Practical implicationsThis study provides a better understanding of the diversity of subcontracting organizational arrangements in China. In addition, the findings may help general contractors carry out a rational arrangement by considering their capabilities and transaction hazards.Originality/valueThis study contributes to a holistic understanding of how capabilities determine subcontracting by distinguishing technological capabilities and alliance management capabilities and refining the degree of subcontracting and subcontracting dispersion. Meanwhile, the findings highlight the complementarity of the resource-based view and transaction cost economics by examining the moderating effect of uncertainty.

Risk management practice, alliance management capability, and enterprise resilience: Findings from Indonesian state-owned enterprises

In the era of high uncertainties, all businesses, including state-owned enterprises, are trying to be resilient, be able to absorb the negative impacts caused by the changes, adjust, rebound, and then thrive and success after the disruptions. This study aims to examine to what extent risk management and alliance management capabilities promote enterprise resilience among Indonesian state-owned enterprises using dynamic capability theory. Analysis was done using SPSS and Structural Equation Model – Partially Least Squares on 322 valid questionnaires that were received via an online survey from the boards of directors and senior management of state-owned enterprises and their subsidiaries. The study discovered that alliance management capabilities have a significant positive effect on enterprise resilience and risk management practice. Furthermore, the findings show that risk management contributes significantly to the formation of enterprise resilience and act as a mediator between alliance management capabilities and enterprise resilience. Thus, enterprise resilience can be developed by having the ability to form and manage alliances effectively and efficiently, as well as practicing risk management, which allows a firm to anticipate and plan mitigation actions in the face of an uncertain and disruptive situation. Acknowledgment We acknowledge the Ministry of Higher Education Malaysia for HICoE Research Funding, Accounting Research Institute (ARI), Universiti Teknologi MARA, Malaysia, Universitas Indonesia, Indonesia, for all support and resources.

Extending alliance management capability in individual alliances in the post-formation stage

Strategic alliances are increasingly important to firms, yet many alliances do not achieve their goals. This lack of success can be attributed to poor mitigation of risks related to performance and to managing relationships. Current conceptualizations of the capability to manage the post-formation stage of alliances overly focus on mitigation of relationship management risks, and as a result do not fully address both types of risks. We draw on Social Exchange theory, the Resource Based View and Transactions Costs Economics to extend the conceptualization of alliance management capability (AMC) by adding specific justice-related activities and resource management skills to the extant conceptualizations. We focus our attention on the post formation stage. We test our hypotheses using a sample of 154 Indian firms engaged in strategic alliances in the IT industry and we find support for our extended conceptualization of AMC and a strong positive association with alliance performance. We also demonstrate that our extended conceptualization provides additional explanatory power in relation to alliance performance than the original AMC. Implications for managers and opportunities for future research are explored.

The role of alliance management, big data analytics and information visibility on new-product development capability

Many organizations are increasingly investing in building dynamic capabilities to gain competitive advantage. New products play an important role in gaining competitive advantage and can significantly boost organizational performance. Although new product development (NPD) is widely recognized as a potentially vital source of competitive advantage, organizations face challenges in terms of developing the right antecedents or capabilities to influence NPD performance. Our research suggests that organizations should invest in building alliance management capability (AMC), big data analytics capability (BDAC) and information visibility (IV) to achieve their desired NPD success. Informed by the dynamic capabilities view of the firm (DCV) we have stated seven research hypotheses. We further tested our hypotheses using 219 usable respondents gathered using a pre-tested instrument. The hypotheses were tested using variance based structural equation modelling (PLS-SEM). The results of our study paint an interesting picture. Our study makes some significant contribution to the DCV and offers some useful directions to practitioners engaged in NPD in the big data analytics era. We demonstrate that AMC and BDAC are lower-order dynamic capabilities and that AMC has a positive and significant influence on BDAC. In turn, AMC and BDAC influence NPD under the moderating influence of IV. Ours is one of the first studies to empirically establish an association among three distinct dynamic capabilities which are often considered in isolation: AMC, BDAC and NPD. Our findings support emergent views on dynamic capabilities and their classification into various orders. Lastly, we provide empirical evidence that information visibility acts as a contingent variable to both AMC and BDAC effects on NPD. We end our paper by outlining some limitations of our study and by offering useful future research directions.

University-Industry R&D Alliances – An Exploration of Alliance Capabilities Measures

Background: Alliance capabilities studies have long emerged since the 1990s, focusing mainly on firm-to-firm collaboration. However, research on university-industry alliances only emerged from the 2000s. Alliance capabilities are portrayed as a crucial condition to achieve the targeted collaboration outcomes and sustainable relationships. As most alliance capabilities studies focus on firm-to-firm collaboration, research on university-industry research and development (R&D) alliance is still scarce. Thus, the measurement items for alliance capabilities in the university-industry R&D context are still under-developed. Thus, to investigate how alliance capabilities affect university-industry R&D performance in Malaysia, the relevant measures must first be defined. This paper intends to properly define the measurement items for alliance capabilities in the context of university-industry R&D alliances. Methodology: The alliance capabilities measures are adapted from various literature to accommodate both university and industry perspectives. In finalizing the measurement, in-depth pre-testing was conducted by five strategic management subject matter experts in ensuring face and content validity. Results: There are three alliance capability dimensions. The first dimension is alliance management capability which includes goal setting, process configuration, alliance structure, coordination, management support, and alliance evaluation. The second dimension is alliance integration capability which incorporates relational capabilities, inter-organizational communication, relational capital, and project team effectiveness. The third is alliance learning capability which measures alliance experience, knowledge articulation, knowledge sharing, knowledge codification, internalization, and relationship learning. Although this study successfully develops a set of measurement items for alliance capabilities in university-industry R&D, further statistical analysis is required to test this scale. Conclusion: To date, quantitative measurement items for alliance capabilities in the context of university-industry R&D alliances are still at the infancy stage. Although the measurements are yet to be statistically analyzed, they can be used as a benchmark for future university-industry R&D alliances studies.