doi: 10.1002/smj.774Īlbino V, Dangelico RM, Pontrandolfo P (2012) Do Inter-Organizational Collaborations Enhance A Firm's Environmental Performance? A Study of The Largest U.S.
doi: 10.3934/GF.2020018Īhuja G, Polidoro F, Mitchell W (2009) Structural Homophily or Social Asymmetry? The Formation of Alliances by Poorly Embedded Firms. Bridging the gap: organisational value frames and sustainable alliance portfolios. Overall, this paper bridges the gap between two constructs-organisational value frames and sustainable alliance portfolios- and offers propositions for future research to draw attention to the under-theorised portfolios of sustainability-oriented partnerships.Ĭitation: Tulin Dzhengiz. Taking stock on the research that introduced organisational cognition to corporate sustainability which showed how partners' value frames co-evolve, converge, diverge or fuse over time this paper theorises how business case and paradoxical frames impact the configuration, management and development of sustainable alliance portfolios. By drawing on the literature of alliance portfolios, this paper builds the notion of "sustainable alliance portfolio" further to move scholarly attention towards the bigger picture of firms' partnership efforts for sustainability. As opposed to the partnership level, the firm-level analysis that investigates portfolios of sustainability-oriented partnerships were brought forward by only a few studies.
Research on sustainability-oriented partnerships focused either on inter-firm or cross-sector partnerships separately and often took the partnership as a level of analysis.
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