R&D Alliances and SMEs Post-Entry Internationalization Speed: The Impact of Alliance Management Capability and Co-innovation Ambidexterity

Nadia Zahoor, Omar Al-Tabbaa, Zaheer Khan* (Corresponding Author)

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

3 Citations (Scopus)
2 Downloads (Pure)

Abstract

Internationalizing 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 result in high failure rates. To address this lacuna, we argue that alliance management capability (AMC) and coinnovation 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.
Original languageEnglish
Pages (from-to)315-348
Number of pages34
JournalGlobal Strategy Journal
Volume13
Issue number2
Early online date20 Apr 2023
DOIs
Publication statusPublished - May 2023

Bibliographical note

The authors gratefully acknowledge the helpful comments and suggestions received from the editor Marcus Møller Larsen and two anonymous reviewers during the review process.

Keywords

  • post-entry internationalization speed
  • SMEs
  • R&D alliances
  • alliance management capability
  • co-innovation ambidexterity

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