My book, Managing Network Resources (Oxford University Press, 2007), introduced the idea of “network resources,” valuable assets that accrue to a firm not from within its boundaries but from its ties to key external constituents including but not limited to partners, suppliers, and customers.

As a follow up to this work, my coauthors and I are using a large-scale multi-respondent survey dataset to examine directly the performance of individual alliances from each partner’s standpoint and consider how each partners’ network resources, among other factors, may influence performance levels. By simultaneously assessing the performance of alliances from each partner’s vantage point and the role of network resources and other key factors in shaping ultimate success, this study present a unique window into interorganizational activity.