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For a graph G = (V, E), a non-empty set S _ V is a defensive alliance if for every vertex v in S, v has at most one more neighbor in V _ S than it has in S, and S is an offensive alliance if for every v E V _ S that has a neighbor...
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For a graph G = (V, E), a non-empty set S _ V is a defensive alliance if for every vertex v in S, v has at most one more neighbor in V _ S than it has in S, and S is an offensive alliance if for every v E V _ S that has a neighbor in S, v has more neighbors in S than in V _ S. A powerful alliance is both defensive and offensive. We initiate the study of powerful alliances in graphs.
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As alliances are mainly used in dynamic industries, extant theory assumes that alliance governance structures undergo frequent changes. This article aims to show, however, that some governance structures are more robust in dealing...
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As alliances are mainly used in dynamic industries, extant theory assumes that alliance governance structures undergo frequent changes. This article aims to show, however, that some governance structures are more robust in dealing with internal and external dynamics than others. We develop propositions about the characteristics that need to be built into an alliance for it to be robust. These propositions are grounded in a case study of the KLM-Northwest alliance. After frequent changes in the governance structure of their alliance, KLM and Northwest found a model that has withstood turbulence in the airline industry for over a decade. This model, the virtual joint venture, has among others as a key characteristic a fifty-fifty profit sharing arrangement.
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Let G = (V, E) be a graph. Then S subset of V is an excess-t global powerful alliance if vertical bar N[upsilon] boolean AND S vertical bar >= vertical bar N[upsilon] boolean AND (V - S)vertical bar + t for every Epsilon is an ele...
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Let G = (V, E) be a graph. Then S subset of V is an excess-t global powerful alliance if vertical bar N[upsilon] boolean AND S vertical bar >= vertical bar N[upsilon] boolean AND (V - S)vertical bar + t for every Epsilon is an element of V. If t = 0 this definition reduces to that of a global powerful alliance. Here we determine bounds on the cardinalities of such sets S.
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Let G - (V,E) be a graph Then S C V is an excess-t global powerful alliance if \N[v] n S| > \N[v] n (V - 5)| + t for every v ? V. It t - 0 this definition reduces to that of a global powerful alliance Here we determine bounds on t...
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Let G - (V,E) be a graph Then S C V is an excess-t global powerful alliance if \N[v] n S| > \N[v] n (V - 5)| + t for every v ? V. It t - 0 this definition reduces to that of a global powerful alliance Here we determine bounds on the cardinalities of such sets s.
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In research and development (R&D) alliances, the partner firms must balance the tension between knowledge sharing and knowledge leakages because knowledge sharing, designed to support the alliance's technology development goals, can often lead to unintended and potentially damaging knowledge leakages. Governance structure is a well-understood knowledge protection strategy designed to reduce knowledge leakage concerns and thereby encourage desired knowledge transfers in two-party R&D alliances. Whether governance structure can be an important balancing mechanism for R&D alliances with multiple partner firms, or multilateral R&D alliances, however, requires further study. Because increasing the number of alliance partners introduces additional complexities to managing an alliance, the appropriate governance mechanism for a multilateral R&D alliance is likely to differ from that for a bilateral- alliance. Drawing insights from social exchange theory, we explore governance decisions in multilateral R&D alliances. First, we examine the potential for variance between multilateral and bilateral R&D alliances in governance decisions as a means of knowledge sharing and knowledge protection. Results based on our analysis of 2,423 R&D alliances, 1,690 bilateral and 733 multilateral, are consistent with predictions drawn from social exchange theory. We next focus on three-partner R&D alliances, or trilateral R&D alliances, and compare governance mechanisms between two types of trilateral R&D alliances: chain and net. We find that equity governance structures are more likely to be used in net-based than in chain-based trilateral R&D alliances; we also find that alliance scope moderates the relationship between the type of alliance and governance structure. Finally, we find that multilateral R&D alliances with predicted (aligned) governance structures perform better, in terms of alliance longevity, than those with misaligned structures....
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In research and development (R&D) alliances, the partner firms must balance the tension between knowledge sharing and knowledge leakages because knowledge sharing, designed to support the alliance's technology development goals, can often lead to unintended and potentially damaging knowledge leakages. Governance structure is a well-understood knowledge protection strategy designed to reduce knowledge leakage concerns and thereby encourage desired knowledge transfers in two-party R&D alliances. Whether governance structure can be an important balancing mechanism for R&D alliances with multiple partner firms, or multilateral R&D alliances, however, requires further study. Because increasing the number of alliance partners introduces additional complexities to managing an alliance, the appropriate governance mechanism for a multilateral R&D alliance is likely to differ from that for a bilateral- alliance. Drawing insights from social exchange theory, we explore governance decisions in multilateral R&D alliances. First, we examine the potential for variance between multilateral and bilateral R&D alliances in governance decisions as a means of knowledge sharing and knowledge protection. Results based on our analysis of 2,423 R&D alliances, 1,690 bilateral and 733 multilateral, are consistent with predictions drawn from social exchange theory. We next focus on three-partner R&D alliances, or trilateral R&D alliances, and compare governance mechanisms between two types of trilateral R&D alliances: chain and net. We find that equity governance structures are more likely to be used in net-based than in chain-based trilateral R&D alliances; we also find that alliance scope moderates the relationship between the type of alliance and governance structure. Finally, we find that multilateral R&D alliances with predicted (aligned) governance structures perform better, in terms of alliance longevity, than those with misaligned structures.
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摘要 :
Let G = (V, E) be a graph. A set S subset of V is a defensive alliance if vertical bar N[x] boolean AND S vertical bar >= vertical bar N[x] - S vertical bar for every x epsilon S. Thus, each vertex of a defensive alliance can, wit...
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Let G = (V, E) be a graph. A set S subset of V is a defensive alliance if vertical bar N[x] boolean AND S vertical bar >= vertical bar N[x] - S vertical bar for every x epsilon S. Thus, each vertex of a defensive alliance can, with the aid of its neighbors in S, be defended from attack by its neighbors outside of S. An entire set S is secure if any subset X subset of S can be defended from an attack from outside of S, under an appropriate definition of what such a defense implies. Necessary and sufficient conditions for a set to be secure are determined. Published by Elsevier B.V.
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Let G be a connected graph with vertex set V(G) and edge set E(G). A (defensive) alliance in G is a subset S of V(G) such that for every vertex v ∈ S, |N[v]∩S| ≥ |N(v)≥(V(G)- S)|. The alliance partition number, Ψ_a(G), was de...
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Let G be a connected graph with vertex set V(G) and edge set E(G). A (defensive) alliance in G is a subset S of V(G) such that for every vertex v ∈ S, |N[v]∩S| ≥ |N(v)≥(V(G)- S)|. The alliance partition number, Ψ_a(G), was defined (and further studied in [11]) to be the maximum number of sets in a partition of V(G) such that each set is a (defensive) alliance. Similarly, Ψ_g(G) is the maximum number of sets in a partition of V(G) such that each set is a global alliance, i.e. each set is an alliance and a dominating set. In this paper, we give bounds for the global alliance partition number in terms of the minimum degree, which gives exactly two values for Ψ_g(G) in trees. We concentrate on conditions that classify trees to have Ψ_g(G) = i (i = 1,2), presenting a characterization for binary trees.
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Alliance portfolio diversity (APD) helps firms access diverse capabilities and knowledge. APD can also increase transaction costs, but it is unknown whether and how transaction cost theory's (TCT's) insights about hierarchical int...
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Alliance portfolio diversity (APD) helps firms access diverse capabilities and knowledge. APD can also increase transaction costs, but it is unknown whether and how transaction cost theory's (TCT's) insights about hierarchical integration operate at the portfolio level. We adapt TCT to the portfolio level to suggest that the transaction costs from APD encourage integration into alliance partners' industries, and we introduce the concept of shared-specific investments to pinpoint one source of transaction costs within portfolios and predict which industries will be integrated. Using data from 1996-2013 on S&P 500 firms, we find evidence in support of our theorising. Juxtaposing results with other theoretical perspectives suggests that TCT offers complementary insights about which activities to perform in the firm versus the alliance portfolio.
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There is increasing evidence that leaders make decisions on the basis of subjective frameworks, suggesting that psychological processes play an important role in the manner in which performance expectations and the structure firms...
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There is increasing evidence that leaders make decisions on the basis of subjective frameworks, suggesting that psychological processes play an important role in the manner in which performance expectations and the structure firms employ to meet those expectations are determined. However, despite calls for greater investigation into these processes, there has been little investigation into the psychological factors that influence the way leaders form and operate their firms' strategic alliances. Utilising both upper echelons and goal orientation theories we discuss the manner in which leaders' goal orientation can influence their performance expectations and cause them to structure governance models, develop their firm's alliance capability and encourage the development of organisational cultures conducive to alliance success. This perspective offers a new way to understand the ex ante evaluation processes used to create alliances, leading to a number of implications for future research.
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Objective Previous reviews have found equivocal evidence of an association between therapists’ internalized relational models and the therapeutic relationship and have neglected empirical literature based on Sullivan's notion of ...
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Objective Previous reviews have found equivocal evidence of an association between therapists’ internalized relational models and the therapeutic relationship and have neglected empirical literature based on Sullivan's notion of introject. This review expanded upon previous reviews to examine the effect of therapist internalized relational models on a broader conceptualization of the therapeutic relationship. Method Systematic search processes identified 22 papers measuring therapist attachment and/or introject and therapeutic relationship: 19 on therapist attachment, 5 on introject with 2 overlapping. Results Overall, despite heterogeneity in design and variable methodological quality, evidence suggests that therapist attachment affects therapeutic relationship quality, observed in client‐rated evaluation, therapist negative countertransference, empathy, and problems in therapy. Interaction effects between client and therapist attachment style were also found. Evidence suggesting that therapist introject also affects therapeutic relationship quality, including therapists’ manner and feelings toward their clients, was stronger. Conclusion Evidence clearly shows that therapists’ internalized relational models affect the therapeutic relationship. More research is necessary to clarify exactly how therapist and client internalized relational models interact and translate these findings into clinical practice.
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