000			nam a22 4500
999			_c49596 _d49596
003			OSt
005			20180417144402.0
008			180417b xxu||||| |||| 00| 0 eng d
100			_aHashai, Niron _931138
245			_aThe Performance Implications of Speed, Regularity, and Duration in Alliance Portfolio Expansion
300			_a707–731 p.
518			_aExtant research on the management of time shows that the speed of undertaking new strategic moves has negative consequences for firm profitability. However, the literature has not distinguished whether this outcome results from the effects of speed on firms’ revenues or from the effects of speed on firms’ costs, or examined how firms can become more profitable by reducing the negative consequences of speed. We address these gaps for a specific strategic move: alliance portfolio expansion. We show that the speed at which firms expand their alliance portfolios increases managerial costs disproportionately relative to revenues, leading to an overall negative effect on firm profitability. However, a more regular rhythm of expansion and a longer duration of existing alliances reduce the negative profitability consequences of expansion speed by moderating the increase in managerial costs. These findings suggest that firms that make strategic moves, such as alliances, may reduce the negative profitability consequences of speed when they maintain a regular expansion rhythm and when their existing strategic engagements require modest managerial
653			_aalliance portfolio
653			_aexpansion speed,
653			_apace,
653			_aregularity,
653			_aalliance duration,
653			_afirm profitability
700			_aKafouros, Mario _931139
700			_a Buckley, Peter J. _931140
773	0		_029017 _970281 _aDEBORAH E. RUPP _dWEST LAFAYETTE SAGE PUBLICATION 2012 _o5558626 _tJOURNAL OF MANAGEMENT _x 0149-2063
942			_2ddc _cJA-ARTICLE