The Effects of Competition on Referral Alliances of Professional Service Firms

Published Online:https://doi.org/10.1287/orsc.1090.0448

References

  • Alreck P. L. Professional services clients' interaction styles. J. Professional Services Marketing (1994) 11(1):143–159CrossrefGoogle Scholar
  • Barney J. B. Strategic factor markets: Expectations, luck, and business strategy. Management Sci. (1986) 32(10):1231–1241LinkGoogle Scholar
  • Baum J. A. C., Calabrese T., Silverman B. S. Don't go it alone: Alliance network composition and startups' performance in Canadian biotechnology. Strategic Management J. (2000) 21(3):267–294CrossrefGoogle Scholar
  • Baum J. A. C., Shipilov A. V., Rowley T. J. Where do small worlds come from? Indust. Corporate Change (2003) 12(4):697–725CrossrefGoogle Scholar
  • Council on Graduate Medical Education Physician distribution and health care challenges in rural and inner-city areas. (1998) . U.S. Department of Health and Human Services, Health Resources and Services Administration, Washington, DCGoogle Scholar
  • Das T. K., Teng B. S. A resource based theory of strategic alliances. J. Management (2000) 26(1):31–62Google Scholar
  • Deprez R. Physician specialty practices—Strategic survival for rural hospitals. Healthcare Financial Management (2004) January):76–80Google Scholar
  • Drew J., Cashman S. B., Savagea J. A., Stenger J. The visiting specialist model of rural health care delivery: A survey in Massachusetts. J. Rural Health (2006) 22(4):294–299CrossrefGoogle Scholar
  • Erramilli M. K., Rao C. P. Service firms' international entry-mode choice: A modified transaction-cost analysis approach. J. Marketing (1993) 57(3):19–38CrossrefGoogle Scholar
  • Foroohar R. Goodbye, Manhattan; London has turned hot for international banking. Newsweek (2006) 147(12):44Google Scholar
  • Gardner H. K., Morris T., Anand N., Empson L. Developing new practices: Recipes for success. Managing the Modern Law Firm (2007) (Oxford University Press, New York) 64–90Google Scholar
  • Gimeno J. Competition within and between networks: The contingent effect of competitive embeddedness on alliance formation. Acad. Management J. (2004) 47(6):820–842CrossrefGoogle Scholar
  • Greenwood R., Li S. X., Prakash R., Deephouse D. L. Reputation, diversification, and organizational explanations of performance in professional service firms. Organ. Sci. (2005) 16(6):661–673LinkGoogle Scholar
  • Gulati R. Social structure and alliance formation patterns: A longitudinal analysis. Admin. Sci. Quart. (1995) 40(4):619–653CrossrefGoogle Scholar
  • Gulati R. Alliances and networks. Strategic Management J. (1998) 19(4):293–317CrossrefGoogle Scholar
  • Gulati R., Khanna T., Nohria N. Unilateral commitments and the importance of process in alliances. Sloan Management Rev. (1994) 35(3):61–69Google Scholar
  • Hannan M. T., Freeman J.Organizational Ecology (1989) (Harvard University Press, Cambridge, MA) CrossrefGoogle Scholar
  • Hannan M. T., Freeman J., Polos L. The organizational niche. Sociol. Theory (2003) 21(4):309–340CrossrefGoogle Scholar
  • Heckman J. Sample selection bias as a specification error. Econometrica (1979) 47:153–161CrossrefGoogle Scholar
  • Heide J. B., John G. The role of dependence balancing in safeguarding transaction. J. Marketing (1988) 52(1):20–35CrossrefGoogle Scholar
  • Hicks L. L., Hassinger E., Taparanskas W. Effects of second office and hospital consulting practices of physicians on rural communities. J. Rural Health (1997) 13(3):179–189CrossrefGoogle Scholar
  • Hitt M. A., Tyler B. B., Hardee C., Park D. Understanding strategic intent in the global marketplace. Acad. Management Executive (1995) 9(2):12–19Google Scholar
  • Hitt M. A., Ahlstrom D., Dacin M. T., Levitas E., Svobodina L. The institutional effects on strategic alliance partner selection in transition economies: China vs. Russia. Organ. Sci. (2004) 15(2):173–185LinkGoogle Scholar
  • Horowitz J. L., Louviere J. J. What is the role of consideration sets in choice modeling? Internat. J. Res. Marketing (1995) 12(1):39–54CrossrefGoogle Scholar
  • Ireland R. D., Hitt M. A., Vaidyanath D. Alliance management as a source of competitive advantage. J. Management (2002) 28(3):413–446CrossrefGoogle Scholar
  • Johnson W. J., Lewin J. E., Spekman R. E. International industrial marketing interactions: Dyadic and network perspectives. J. Bus. Res. (1999) 46(3):259–271CrossrefGoogle Scholar
  • Jones C., Hesterly W. S., Fladmoe-Lindquist K., Borgatti S. P. Professional service constellations: How strategies and capabilities influence collaborative stability and change. Organ. Sci. (1998) 9(3):396–410LinkGoogle Scholar
  • Kellerman R., Ast T., Dorsch J., Frisch L. Itinerant surgical and medical specialist care in Kansas: Report of a survey of rural hospital administrators. J. Rural Health (2001) 17(2):127–130CrossrefGoogle Scholar
  • Kogut B. Joint ventures: The theoretical and empirical perspectives. Strategic Management J. (1988) 9(4):319–332CrossrefGoogle Scholar
  • Kotler P., Conner R. A. Marketing professional services. J. Marketing (1977) 41(1):71–76CrossrefGoogle Scholar
  • Koza M. P., Lewin A. Y. The coevolution of network alliances: A longitudinal analysis of an international professional service network. Organ. Sci. (1999) 10(5):638–653LinkGoogle Scholar
  • Laird K. R., Kirsch R. J., Evans T. G. A marketing resource-based model of international market entry and expansion for professional services firms: The case for accounting services. Services Marketing Quart. (2003) 24(4):1–16CrossrefGoogle Scholar
  • Maddala G. S.Limited-Dependent and Qualitative Variables in Econometrics (1983) (Cambridge University Press, Cambridge, UK) CrossrefGoogle Scholar
  • Madhok A., Tallman S. B. Resources, transactions and rents: Managing value through interfirm collaborative relationships. Organ. Sci. (1998) 9(3):326–339LinkGoogle Scholar
  • McPherson M. An ecology of affiliation. Amer. Sociol. Rev. (1983) 48:519–532CrossrefGoogle Scholar
  • Newey W. K., West K. D. A simple, positive semi-definite, heteroskedasticity and autocorrelation consistent covariance matrix. Econometrica (1987) 55:703–708CrossrefGoogle Scholar
  • Parkhe A. Strategic alliance structuring: A game theoretic and transaction cost examination of interfirm cooperation. Acad. Management J. (1993) 36(4):794–829CrossrefGoogle Scholar
  • Podolny J. M. A status-based model of market competition. The Amer. J. Sociol. (1993) 98(4):829–872CrossrefGoogle Scholar
  • Polanyi M.The Tacit Dimension (1967) (Anchor Books, New York) Google Scholar
  • Popielarz P. A., Neal Z. P. The niche as a theoretical tool. Annu. Rev. Sociol. (2007) 33:65–84CrossrefGoogle Scholar
  • Rindfleisch A., Moorman C. The acquisition and utilization of information in new product alliances: A strength-of-ties perspectives. J. Marketing (2001) 62(2):1–18CrossrefGoogle Scholar
  • Ring P. S., Van de Ven A. H. Developmental processes of cooperative interorganizational relationships. Acad. Management Rev. (1994) 19(1):90–118CrossrefGoogle Scholar
  • Rosenthal M. B., Zaslavsky A., Newhouse J. P. The geographic distribution of physicians revisited. Health Services Res. (2005) 40(6):1931–1952CrossrefGoogle Scholar
  • Rowley T. J., Baum J. A. C., Shipilov A. V., Greve H. R., Rao H. Competing in groups. Managerial Decision Econom. (2004) 25(6–7):453–471CrossrefGoogle Scholar
  • Sampson G. P., Snape R. H. Identifying the issues in trade in services. World Econom. (1985) 8(2):171–182CrossrefGoogle Scholar
  • Sarkar M. B., Echambadi R., Cavusgil S. T., Aulakh P. S. The influence of complementarity, compatibility, and relationship capital on alliance performance. J. Acad. Marketing Sci. (2001) 29(4):358–373CrossrefGoogle Scholar
  • Shamdasani P. N., Sheth J. N. An experimental approach to investigating satisfaction and continuity in marketing alliances. Eur. J. Marketing (1995) 29(4):6–23CrossrefGoogle Scholar
  • Shea D., Stuart B., Vasey J., Nag S. Medicare physician referral patterns. Health Services Res. (1999) 34(1):331–348Google Scholar
  • Shumsky R. A., Pinker E. J. Gatekeepers and referrals in services. Management Sci. (2003) 49(7):839–856LinkGoogle Scholar
  • Silverman B. S., Baum J. A. C. Alliance-based competitive dynamics. Acad. Management J. (2002) 45(4):791–806CrossrefGoogle Scholar
  • Stuart T. E. Network positions and propensities to collaborate: An investigation of strategic alliance formation in a high-technology industry. Admin. Sci. Quart. (1998) 43(3):668–698CrossrefGoogle Scholar
  • Stumpf S. A., Doh J. P., Clark K. D. Professional service firms in transition: Challenges and opportunities for improving performance. Organ. Dynam. (2002) 31(3):259–279CrossrefGoogle Scholar
  • Tracy R., Saltzman K. L., Wakefield D. S. Considerations in establishing visiting consultant clinics in rural hospital communities. Hospital Health Services Admin. (1996) 41(2):255–265Google Scholar
  • Wakefield D. S., Tracy R., Einhellig J. Trends and implications of visiting medical consultant outpatient clinics in rural hospital communities. Hospital Health Services Admin. (1997) 42(1):49–66Google Scholar
  • Wheiler K. Referrals between professional service providers. Indust. Marketing Management (1987) 16(3):191–200CrossrefGoogle Scholar
  • Wilson A. Stimulating referrals. Management Decision (1994) 32(7):13–15CrossrefGoogle Scholar
  • Zeithaml V. A., Parasuraman A., Berry L. L. Problems and strategies in services marketing. J. Marketing (1985) 49(2):33–46CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.