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Interlocking Alliances : A quantitative exploration of board interlocks and strategic alliances

Abdul-Hadi, Tarek Ziad; Ophus, Kim Andre
Master thesis
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URI
http://hdl.handle.net/11250/2579114
Date
2018
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  • Master of Science [1823]
Abstract
This study explores the relationship between board interlocks and strategic

alliances. Our introduction identifies the abovementioned link as an overlooked

relationship and justifies the reasoning behind this study. Our theoretical

framework introduces the notion that a board interlock has potential benefits for

strategic alliances. Specifically, we study the influence of board members’ ties to

external firms on the alliance participation propensity of the focal firm. Moreover,

we identify alliances where the partners share a board member and define alliances

with this characteristic as interlocking alliances. Finally, we study the effect of this

characteristic on the alliance performance in terms of abnormal returns accruing to

the partners.

We find that an expansion of the board by one member increase the propensity of

alliance participation by 3 %. We also find that an increase by one additional board

interlock increase the propensity of alliance participation by 3 %. The search of

interlocking alliances resulted in five observations, suggesting this as a rare

occurrence. Due to the small sample size, the performance measurements did not

hold any statistical significance. However, the observed abnormal returns were

fluctuating between negative and positive.

Implications of these findings for the literatures on board interlocks and strategic

alliances are discussed. Our study contributes to the strategic management literature

by the identification of interlocking alliances, the effect of the board on alliance

participation propensity, and by drawing the overlooked link between board

interlocks and strategic alliance performance.
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Masteroppgave(MSc) in Master of Science in Business, Strategy - Handelshøyskolen BI, 2019
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Handelshøyskolen BI

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