Strategic orientation and alliance portfolio configuration
The Interdependence of Strategy and Alliance Portfolio Management
Strategic management research seeks to explain why some firms consistently outperform others, with recent studies focusing on alliances as a means to enhance competitive or collaborative advantage. The exploration of corporate networks has gained popularity, yet there remains a gap in understanding the alignment between network configuration—such as the balance of strong and weak ties—and strategic orientation. Different network configurations yield unique benefits for partners, making the fit between strategic goals and network structure crucial for value generation at both firm and dyadic levels. Katharina Wratschko integrates Transaction Cost Theory, Resource Based Theory, and Social Network Theory to investigate this alignment theoretically. Her comprehensive work offers valuable insights into how focal firms design their alliance networks to fulfill strategic resource requirements. Through rigorous theoretical analysis, she formulates hypotheses that are empirically tested using data from the pharmaceutical sector. The quality of insights and findings demonstrates Wratschko's dedication and inspiration as a researcher. As a colleague at the Institute for Strategic Management and Management Control, she has encouraged a network perspective among her peers.
