فهرست مطالب ghadir shakiba jamal abad

Alliance Proactiveness (AP) refers to the organization's innovative response to identifying and responding to strategic alliance opportunities. This study seeks to provide a model of AP for high-tech firms in order to act competitively and synergize with potential partners to achieve superior business performance over their rivals and achieve a superior competitive advantage. The approach of the present study is mixed method which its nature is qualitative in the qualitative part and practical in the quantitative section. Qualitative data were collected through semi-structured interviews with 18 academic experts and managers of high-tech Iranian companies with a history of strategic alliance in their activities, and continued through theoretical and snowball sampling to reach the theoretical saturation point. Also data were collected using a questionnaire in a quantitative section. After coding the qualitative section interviews, 353 open codes, 93 sub-categories and 29 main categories were conceptualized and the research model in the qualitative part was extracted in causal, pivotal, strategies, contextual, intervening and consequences dimensions. The components of market complexity and leadership, foresight approach, partner monitoring, legitimacy and cultural interaction, critical turbulence, and continuous competitive advantage were placed in these dimensions, respectively. Finally, the fit of the research model in the quantitative part led to the confirmation of the five hypotheses.

Alliance Proactiveness (AP) is the organization’s innovative response to identify and respond to the strategic alliance opportunities. The present study seeks to conceptualize model of AP by applying grounded theory in order to enable businesses to achieve superior performance over current and potential future competitors and achieve a good competitive advantage with a better understanding of their environment. The study is a qualitative research in terms of typology and is located in the paradigm of interpretiveness, and its orientation is developmental. Data were collected through semi-structured interviews with 18 university professors, experts and managers of Iranian technology-oriented companies (Hi-Tech) with a history of strategic alliance in their activities, and continued through theoretical sampling and snowball to reach the theoretical saturation point. After analyzing the interviews, 353 open codes were conceptualized in the open coding stage. Then, open coding concepts were classified into 93 sub-categories and 29 main categories in axial and selective coding. Finally, the conceptual model of AP was extracted with the dimensions of causal conditions, pivotal phenomena, strategies and actions, contextual conditions, intervening conditions, and consequences and results. The results of the research can be used as a roadmap for managers in recognizing the factors and obstacles of proactive behaviors in strategic alliances and in introducing various dimensions in strategic areas, contexts and interventions, and provide a correct understanding of its consequences.

The strategic collaboration is an effective way to promote companies' competitiveness, especially technology-oriented SMEs. However, it is not possible to collaborate in this way without considering the institutional environment. This study aimed to investigate the role of political approach in performing strategic collaboration among technology-oriented companies from the viewpoint of institutional theory. To do so, the present study has evaluated the role of political approach in strategic collaboration in regard to four aspects of legal, financial, trust, and value system.

The strategic collaboration is considered as a response to the company's environment. This type of collaboration is a formal/informal agreement among different firms in the form of alliances, joint ventures, or business networks. In each form of these collaborations, partners may come across institutional factors that affect the common performance. In the relationship between the parties, institutional factors establish some guidelines and external constraints affecting the exploitation of collaborative opportunitiesParticularly, the institutional theory is useful in explaining how organizations respond to external pressures and develop appropriate strategies to cope with the environment and its institutional requirements. Scholars have used different constructs to explain institutional requirements. However, they identified four categories of institutional factors as the basis for companies' economic behaviors and strategic collaborations: legal system, financial system, value system, and trust and authority relationships. Legitimacy is a key issue in the institutional perspective. Searching for legitimacy is a means by which companies moderate the effect of environmental restrictions and make it an advantage in their favor. From this point of view, adopting institutionalized measures and incorporating the external demands of powerful actors such as governance or culture, a strategic collaboration provides different parties with legitimacy.