Status quo bias and poaching avoidance in selecting strategic alliance partners
通过两组实验室实验，发现企业在组建联盟时存在现状偏见（倾向保留现有伙伴）和挖角回避（避免挖角已有联盟的伙伴），导致选择经济上非最优的联盟。
Abstract In two sets of novel laboratory experiments, we show that the mere presence of an existing alliance at the onset of coalition formation may lead managers to form economically suboptimal alliances. Study Set 1 considers alliance formation when a focal firm is already embedded in an existing coalition. These studies show evidence of a status quo bias: participants managing the focal firm tend to include the current partner in alliance offers and thus are less successful in forming optimal alliances compared to those in an unattached control condition. Study Set 2 examines the extent to which an unattached focal firm attempts to ‘poach’ away attractive coalition partners from their embedded alliances. Our results show evidence of poaching avoidance: participants make fewer offers to, and are less likely to partner with, an attractive firm already in an alliance. However, this tendency to avoid poaching may be attenuated when the existing coalition is perceived as a powerful threat and/or alternate partners are unavailable. These findings provide behavioral insights into how judgmental biases can constrain alliance formation. We conclude with a discussion of how selected environmental, firm, and decision-maker characteristics (e.g., turbulence, embedded relationships, and risk orientation) may moderate these results.