Commentary on 'Alliances and networks' by R. Gulati

Article Abstract:

Strategic alliances, which are voluntary partnerships between firms on product, technology or service exchange, sharing and joint development, are structural tools that can accomplish various goals and thus can result in various performance outcomes. A number of potentially relevant issues concerning these alliances remain unexplored. Aside from the role of social networks on alliances, other social aspects further inform these arrangements. These include the greater inclination of senior managers towards alliances, which may be either due to direct experience or to vicarious knowledge of them, and the creativity of alliances in terms of manner and magnitude. The question of where alliance competencies lie in an organization has not likewise received much attention, as are major conflicts within individual and across multiple alliances.

Business Methods, Research, Business planning, Social networks, Strategic alliances (Business)

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CEO change and firm performance in large corporations: succession effects and manager effects

Article Abstract:

Succession-performance in strategic management is associated with succession and manager effects. A cross-sectional-longitudinal research design was used to sample 209 large companies. Results indicate that CEO change announcements are commonly tied to a reduction in firm value, as seen in stock market perceptions. CEO successors substantially affect the investment decisions and production of their companies. Results apply to both internal and external succession.

Analysis, Management, Human resource management, Executives, Chief executive officers, Strategic planning (Business)

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