Self-perceived strategic network identity and its effects on market performance in alliance relationships

Abstract This study examines the relationship between a firm's perception of its own strategic network identity within its network of business alliance relationships and its market performance. In addition, the study examines how a firm's relationship management practices serve as antecedents to its strategic network identity. Based on a large-scale study of technology-intensive companies engaged in multiple and substantial collaborative projects with other firms, the empirical findings suggest that network sensing, relational embeddedness, and partner integration lead to strong strategic network identity and, subsequently, to enhanced market performance. The findings contribute to our understanding of how network relationship management activities can create enduring strategic advantages for the firm.

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