Strategic Effect of Collaboration Between ETICS - Núm. 35, Julio 2019 - Revista AD-minister - Libros y Revistas - VLEX 847026519

Strategic Effect of Collaboration Between ETICS

AutorGerardo Velasco-Gutiérrez, Miguel A. Montoya, Joan-Lluis Capelleras
CargoPhD. Universidad Autónoma de Barcelona, Spain. Full Professor. Escuela de Ingenería y Ciencias. Tecnologico de Monterrey, Mexico/PhD. Universitat Autonoma de Barcelona, Spain. Full Professor. Escuela de Negocios del Tecnologico de Monterrey, Mexico/PhD. Universitat Autonoma de Barcelona, Spain. Full Professor. Universitat Autonoma de Barcelona,...
Páginas93-116
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AD-MINISTER
ABSTRACT
This paper analyzes the relationship between networking capabilities and the motives behind SMEs
taking part in collaborative relationships with firms within the same sector. Specifically, we analyzed
inter-firm collaborations for new product development and the decision(s) to outsource. The main
contribution of this paper is focused on identifying the existence of the mediating effect that Hybrid
growth strategy has, connected to these relations. It is argued that the Hybrid growth strategy mediates
the relationship between networking capabilities and the different collaborative modes with firms within
the same sector. The results, obtained through a binomial logit model, supported these arguments
by using a database formed by 450 face-to-face surveys, from which 296 took part in an inter-firm
collaboration between 2012-2014. The surveys were given to CEOs from SMEs that participated in
collaborative activities with other firms in the Electronic, Technology, Information, and Communications
sector (ETICS) in Mexico.
KEY WORDS:
SMEs collaboration, Networking capabilities, Hybrid growth, Product development, Outsourcing.
RESUMEN
El presente artículo analiza la relación entre las capacidades relacionales y los motivos de las PYMEs, que
establecen relaciones de colaboración con empresas del mismo sector. Específicamente, analizamos las
colaboraciones entre empresas para el desarrollo de nuevos productos y las decisiones de subcontratar.
La principal contribución del artículo se centra en identificar la existencia del efecto mediador que
tiene la estrategia de crecimiento híbrida, entre estas relaciones. Se argumenta que la estrategia de
crecimiento híbrido media la relación entre las capacidades relacionales y los diferentes motivos de
colaboración con empresas dentro del mismo sector. Los resultados, obtenidos a través de un modelo
logit binomial, respaldaron estos argumentos mediante el uso de una base de datos formada por 450
encuestas realizadas cara a cara, de las cuales 296 participaron en una colaboración entre empresas
entre 2012 y 2014. Las encuestas fueron realizadas a CEOs de PYMEs que participaron en actividades de
colaboración con otras empresas del sector de Electrónica, Tecnología, Información y Comunicaciones
(ETICS) en México.
PALABRAS CLAVE:
colaboración de PYMEs, capacidades relacionales, crecimiento híbrido, desarrollo de productos,
outsourcing.
Strategic Effect of Collaboration Between ETICS
El efecto estratégico de la colaboración entre ETICS
GERARDO VELASCO
GUTIÉRREZ
MIGUEL A. MONTOYA
JOANLLUIS CAPELLERAS
JEL: L, M, M
Received: 20/08/2019
Modified: 29/10/2019
Accepted: 29/11/2019
DOI: https://doi.org/10.17230/
Ad-minister.35.4
1 PhD. Universidad Autónoma de Barcelona, Spain. Full Professor. Escuela de Ingenería y Ciencias.
Tecnologico de Monterrey, Mexico. gvelasco@tec.mx . ORCID iD 0000-0002-9966-862X
2 PhD. Universitat Autonoma de Barcelona, Spain. Full Professor. Escuela de Negocios del Tecnologico
de Monterrey, Mexico. mmontoya@tec.mx ORCID iD: 0000-0002-5545-6334.
3 PhD. Universitat Autonoma de Barcelona, Spain. Full Professor. Universitat Autonoma de Barcelona,
Spain. joanlluis.capelleras@uab.cat. ORCID iD: 0000-0003-3228-4717.
AD-minister Nº. 35 julio - diciembre 2019 pp. 93 - 116 · ISSN 1692-0279 · eISSN 2256-4322
94
AD-MINISTER
Gerardo Velasco-Gutiérrez · Miguel A. Montoya · Joan-Lluis Capelleras
Strategic Effect of Collaboration Between ETICS
. INTRODUCTION
The collaboration between firms in the same sector has become increasingly popular
in recent years, where companies are encouraged to collaborate with suppliers,
research organizations and competitors (Gesing et al., 2015; Gnyawali and Park,
2009; Pinasti and Adawiyah, 2016). This has even greater relevance for SMEs, since
most of them have limited resources, market presence, or capabilities (Galdeano-
Gómez et al., 2016; Pinasti and Adawiyah, 2016). There has been considerable interest
in linking them through a variety of networks and associations to share knowledge
and encourage innovation (Balestrin et al., 2008; Butler et al., 2007). The ability to
make cooperative agreements is fundamental for activities, such as development of
new products (Hansen, 1999; Li et al., 2016), transfer of better practices (Szulanski,
1996), training, learning, and gaining knowledge (Argote et al., 1990; Dadfar et al.,
2014; Gesing et al., 2015). Collaboration is considered an eective and ecient way of
success (Cavusgil et al., 2003) and represents a situation where relationships between
partners consist of more collaboration than competition, seeking mutual benefits by
pooling complementary resources, skills, and capabilities, and delivering value to
customers, which helps achieve a competitive advantage (Dadfar et al., 2014; Quintana
Garcia and Benavides Velasco, 2002). Although there are dierent perspectives to
analyze the formation of alliances, such as reducing costs or gain new resources
(Dadfar et al., 2014), we decided to focus on two motives for collaborations. The first
is formed by firms collaborating with others in the same sector with new product
development as the motive. The second type is formed by those collaborating with
others in the same sector with outsourcing as the motive (Todeva and Knoke, 2005).
A firm’s social connections provide access to share and transfer knowledge,
resources, markets, and technology (Inkpen and Tsang, 2005; Li et al., 2016).
Entrepreneurship networks have been previously studied, due to their role in
encouraging and supporting knowledge-based SMEs (Hayter, 2013; Koryak et al.,
2015). The value of a network’s specific characteristics can be analyzed through
the ties that conform it, including its link to new product development (Hayter,
2013; Jifeng, 2011). We conceptualize the networking capabilities as interpersonal
relationships, based on family members, classmates, and friends, and intra-firm
relationships, as being based on industrial associations and governmental agencies
(Chen et al., 2009). Based on this, we consider that there is a relationship between an
SME’s networking capabilities and its decision to take part in collaborative activities
with firms from the same sector, both to develop new products and to outsource.
In general, the allocation of resources and capabilities is related to the growth
strategy the firm follows, since growth strategies have dierent antecedents and
goals, where the dierences in performance between firms can be explained due to
the resource endowment (Nason and Wiklund, 2018; Penrose, 1959). Even though
they are not mutually exclusive, the choice of a specific growth strategy and the
usage of certain resources generate specific challenges for the management of the
firm (Delmar et al., 2003; Nason and Wiklund, 2018). Recent studies have shown that

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