How do Status Differentials Affect the Unplanned Dissolution of Alliances?
研究基于美国计算机和电信行业的合资企业样本，发现地位差异（而非地位相似）能降低联盟非计划解散的可能性，且当高地位企业绩效更好或双方行业关联更强时，该效应更显著。
Abstract Previous research suggests that firms tend to form alliances with counterparts of similar status. However, it remains unclear whether the principle of status homophily helps or hinders the alliance process. In this study, we contend that status differentials, rather than status similarity, can reduce the likelihood of the unplanned dissolution of an alliance, as a clearer order of status helps to resolve interfirm discrepancies and conflicts during collaborative processes. The results based on a sample of joint ventures in the US computer and telecommunications industries support our arguments. Further, we find that the effect of status differentials on the unplanned dissolution of alliances is strengthened when the high‐status firm performs better than the low‐status firm and when the two firms are from more related industries. Our findings call into question the emphasis on status homophily in the management of alliances following their formation.