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To investigate the relationship between technological diversification and firm performance as a function of varying levels of technological coupling and internal technological change.

A longitudinal study of US-based bio-pharmaceutical companies.

Technological diversification improves invention performance. However, high levels of technological coupling reduce this effect.

Firms with highly diversified technological portfolios should strive to keep their technologies at low levels of technological coupling.

This is the first study to show that technological coupling reduces the positive effect of technological diversification on firms' invention performance.

The paper reviews existing empirical research where long-term performance (LTP) of firms is the dependent variable. The purpose of this paper is to structure and classify the existing research, outline the shortcomings, and chart the avenues for future research in the area of LTP.

The paper is a review of the existing empirical literature. It surveys the existing studies and proposes new directions of empirical research.

The paper argues that there is a disconnection between the principal theories in strategy and the existing empirical findings. In particular, while the resource-based view (RBV) and dynamic capabilities view aim to predict sustainable competitive advantage and sustainable firm performance, few empirical papers examine the LTP consequences of resources and dynamic capabilities.

The paper shows where future research efforts should be concentrated by outlining shortcomings in existing research.

The paper compares ways to measure LTP that will be useful to corporate executives. The paper also outlines factors that have been shown to affect LTP. These findings can be used by executives planning their strategy.

The paper is a first review of LTP. It also contributes to the debate in strategy on the RBV and dynamic capabilities.

This study aims to test the moderating effect of market-supporting institution on the strategic similarity–firm performance relationship.

The present is study based on a large panel of firms from developed and emerging economies covering the period 2000–2014.

Highly-developed market-supporting institutions improve the performance of firms that stick to industry's average strategies while weakly-developed market supporting institutions improve the performance of firms that deviate from industry norms.

This is the first paper that shows that the effect of strategic similarity on firm performance depends on the degree of development of market-supporting institutions.

The purpose of this paper is to fill the theoretical void in the discussion of effects of alliance portfolios on firm performance by studying the moderating role of a firm’s strategic positioning.

A fixed effects, autoregressive panel model on a comprehensive, longitudinal sample of large and medium-sized publicly traded companies in the USA.

The effect of alliance portfolios on firm performance is conditional on the firm’s strategic positioning.

The results may not be applicable to firms outside the USA or small firms.

Executives should craft their alliance portfolios while considering the strategic positioning of their firms.

This paper presents the first study of alliance portfolios that uses a comprehensive, multi-industry sample while considering firms’ strategic positioning. The paper is the first to jointly study characteristics of alliance portfolios and firm strategies.

This paper aims to evaluate the effect of knowledge overlap, search width and problem complexity on the quality of problem-solving in teams that use the majority rule to aggregate heterogeneous knowledge of the team members.

The paper uses agent-based simulations to model iterative problem-solving by teams. The simulation results are analyzed using linear regressions to show the interactions among the variables in the model.

We find that knowledge overlap, search width and problem complexity interact to jointly impact the optimal solution in the iterative problem-solving process of teams using majority rule decisions. Interestingly, we find that more complex problems require less knowledge overlap. Search width and knowledge overlap act as substitutes, weakening each other’s performance effects.

The results suggest that team performance in iterative problem-solving depends on interactions among knowledge overlap, search width and problem complexity which need to be jointly examined to reflect realistic team dynamics.

The findings suggest that team formation and the choice of a search strategy should be aligned with problem complexity.

This paper contributes to the literature on problem-solving in teams. It is the first attempt to use agent-based simulations to model complex problem-solving in teams. The results have both theoretical and practical significance.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Building strategic alliances enables firms to access additional capabilities that can help them achieve and sustain a competitive advantage over rivals. However, the prospects of success also depend on other factors. Portfolio size is significant as is the nature of alliances formed. Their involvement with research and development (R&D) is an example. The impact of a portfolio of strategic alliances on an organization’s performance can be significantly shaped by the strategic positioning that it has chosen to adopt.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.