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Central European Management Journal

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Year 2016 
Volume 24 
Issue 4

Interfrm Cooperation Strategy of Hyper-Growth and Stable-Growth ICT Firms in Sweden

Monika Golonka
Kozminski University

2016 24 (4) Central European Management Journal

DOI 10.7206/jmba.ce.2450-7814.183

Article contents

Abstract

Purpose: The main purpose of this study was to compare the phenomenon of interfirm cooperation strategy in both hyper-growth, and stable-growth knowledge and technology–intensive firms, in a country characterized by a high level of generalized trust: Sweden.

Methodology: Qualitative methods were incorporated: direct semistructured interviews with top managers in 13 ICT firms (8 hyper-growth and 5 stable-growth), analyzis of reports, corporate websites and press releases. Furthermore, interviews in 3 expert firms in the industry were conducted, facilitating interfirm cooperation.

Conclusions: There were significant differences in interfirm cooperation strategy in two distinguished groups of the frms: hyper-growth, and stable-growth. Managers’ individual approaches to uncertainty, strategy and cooperation might be more important than institutional settings. The ICT firms operate in a constantly changing global environment and local context seems to have only a minor impact on the rules of the game in the industry.

Research limitations: This study was a qualitative explorative approach as an introduction to further empirical research.

Originality: The study presents an interfirm cooperation phenomenon incorporating different perspectives and settings. It contributes to alliance portfolio literature (forming and managing of alliance portfolio in a different context/country/industry), and enhances understanding of firm strategies characterized by different growth rates.

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  70. Courault, J., Muriel, Perez, M. and Teyssier, C. (2014). The failure of hyper-growth frms : a study of the bankruptcy of French SMEs with high growth potential. Entrepreneurship, people and organisations: frontiers in European entrepreneurship research. Cheltenham [u.a.]: Elgar. [Google Scholar]
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  81. Parise, S. and Casher, A. (2003). Alliance Portfolios: Designing and Managing Your Network of Business-Partner Relationships. The Academy of Management Executive, 17(4): 25–39, https://doi.org/10.5465/AME.2003.11851824 [Google Scholar]
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  83. Peng, M., Sun, S.L., Pinkham, B. i Chen, H. (2009). The Institution-Based View as a Third Leg for a Strategy Tripod. Academy of Management Perspectives, 8, https://doi.org/10.5465/AMP.2009.43479264 [Google Scholar]
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  91. Stuart, T.E. (2000). Interorganizational alliances and the performance of frms. Strategic Management Journal, 21(6): 791–911, https://doi.org/10.1002/1097-0266(200008)21:8<791::AID-SMJ121>3.0.CO;2-K [Google Scholar]
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  100. Child, J. and Tsai, T. (2005). The dynamic between frms’ environmental strategies and institutional constraints in emerging economies: Evidence from China and Taiwan. Journal of Management Studies, 42, https://doi.org/10.1111/j.1467-6486.2005.00490.x [Google Scholar]
  101. Contractor, F.J. and Lorange, P. (2002), The growth of alliances in the knowledge-based economy. International Business Review, 11(4): 485–502. [Google Scholar]
  102. Courault, J., Muriel, Perez, M. and Teyssier, C. (2014). The failure of hyper-growth frms : a study of the bankruptcy of French SMEs with high growth potential. Entrepreneurship, people and organisations: frontiers in European entrepreneurship research. Cheltenham [u.a.]: Elgar. [Google Scholar]
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  105. Golonka, M. (2014). Zarządzanie z przewaga sztuki. Warszawa: Wolters Kluwer Polska. [Google Scholar]
  106. Golonka, M. and Latusek, D. (2016). Alliance portfolio formation and confguration by small and medium ICT frms. Baltic Journal of Management, 11(1): 65–88. [Google Scholar]
  107. Gulati, R. (2007). Managing Network Resources. Oxford: Oxford University Press. [Google Scholar]
  108. Heimeriks, K., Klijn, E. and Reue, J. (2009). Building Capabilities for Alliance Portfolios. Long Range Planning, 42: 96–114, https://doi.org/10.1016/j.lrp.2008.10.005 [Google Scholar]
  109. Lavie, D. (2007). Alliance portfolios and frm performance: a study of value creation and appropriation in the US software industry. Strategic Management Journal, 28(12): 1187–1212, https://doi.org/10.1002/smj.637 [Google Scholar]
  110. Laursen, K., Masciarelli, P. and Prencipe, A. (2012). Trapped or spurred by the home region? The effects of potential social capital on involvement in foreign markets for goods and technology. Journal of International Business Studies, 43(9): 783–807, https://doi.org/10.1057/jibs.2012.27 [Google Scholar]
  111. Markman, G. and Gartner, W. (2009). The Effects of Hyper Growth on Firm Proftability. The Journal of Private Equity, 5(4). [Google Scholar]
  112. Peng, M.W. (2005). Perspective – from China strategy to global strategy. Asia Pacifc Journal of Management, 22(2): 123–141, https://doi.org/10.1007/s10490-005-1251-3 [Google Scholar]
  113. Parise, S. and Casher, A. (2003). Alliance Portfolios: Designing and Managing Your Network of Business-Partner Relationships. The Academy of Management Executive, 17(4): 25–39, https://doi.org/10.5465/AME.2003.11851824 [Google Scholar]
  114. Peng, M.W. (2009). Global Strategy. South-Western Cengage Learning. Cincinnati, OH. [Google Scholar]
  115. Peng, M., Sun, S.L., Pinkham, B. i Chen, H. (2009). The Institution-Based View as a Third Leg for a Strategy Tripod. Academy of Management Perspectives, 8, https://doi.org/10.5465/AMP.2009.43479264 [Google Scholar]
  116. Putnam, R.D. (1993). The prosperous community. American Prospect, 7: 35–42. [Google Scholar]
  117. Veiga, P. and Franco, M. (2015). Alliance portfolios and frms’ business strategy: a content analysis approach. Management Research Review, 38(11): 1149–1171, https://doi.org/10.1108/MRR-04-2014-0093 [Google Scholar]
  118. Reid, D., Bussiere, D. and Greenaway, K. (2001). Alliance formation issues for knowledge-based enterprises. International Journal of Management Reviews, 3(1): 79–100, https://doi.org/10.1111/1468-2370.00055 [Google Scholar]
  119. Rody, R. and Stearns, T.M. (2013). Impact of entrepreneurial style and managerial characteristics on SME performance in Macao S.A.R., China. Journal of Multidisciplinary Research, 5(1): 27–44. [Google Scholar]
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  121. Sarkar, M., Echambadi, B., Harrison, R.A.J. and Jeffrey, S. (2001). Micromultinational or not? International entrepreneurship, networking and learning effects. Alliance entrepreneurship and firm market performance. Strategic Management, 22(6/7): 701, https://doi.org/10.1002/smj.179 [Google Scholar]
  122. Schuller, T., Brasset-Grundy, A., Green, A., Hammond, C. and Preston, J. (2004). Wider Benefts of Learning. London: Routledge Falmer. [Google Scholar]
  123. Stuart, T.E. (2000). Interorganizational alliances and the performance of frms. Strategic Management Journal, 21(6): 791–911, https://doi.org/10.1002/1097-0266(200008)21:8<791::AID-SMJ121>3.0.CO;2-K [Google Scholar]
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APA style

Golonka, Monika (2016). Golonka, M. . (2016). Interfrm Cooperation Strategy of Hyper-Growth and Stable-Growth ICT Firms in Sweden. Central European Management Journal, 24(4), 70-87. https://doi.org/10.7206/jmba.ce.2450-7814.183 (Original work published 2016)

MLA style

Golonka, Monika. Golonka, M. . “Interfrm Cooperation Strategy Of Hyper-Growth And Stable-Growth Ict Firms In Sweden”. 2016. Central European Management Journal, vol. 24, no. 4, 2016, pp. 70-87.

Chicago style

Golonka, Monika. Golonka, Monika . “Interfrm Cooperation Strategy Of Hyper-Growth And Stable-Growth Ict Firms In Sweden”. Central European Management Journal, Central European Management Journal, 24, no. 4 (2016): 70-87. doi:10.7206/jmba.ce.2450-7814.183.

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