Where do alliances come from?. The effects of upper echelons on alliance formation

Jerry W. Kim, Monica C. Higgins

Research output: Contribution to journalArticlepeer-review

51 Scopus citations


Alliances with established organizations provide young firms with resources necessary for survival. We build on recent organizational research examining the effect of upper echelons on attracting powerful intermediaries to understand how young biotechnology firms establish alliances with established organizations. Drawing upon the concept of homophily, we test hypotheses regarding the extent to which young firms and partners match along specific homophily dimensions. Our findings from an event-history analysis of 3,200 career histories of managers who took biotechnology firms public between 1979 and 1996 show that alliance formation is related to status homophily and role-based homophily between young and established organizations.

Original languageEnglish (US)
Pages (from-to)499-514
Number of pages16
JournalResearch Policy
Issue number4
StatePublished - May 2007
Externally publishedYes

All Science Journal Classification (ASJC) codes

  • Strategy and Management
  • Management Science and Operations Research
  • Management of Technology and Innovation


  • Alliance formation
  • Careers
  • Homophily
  • Status


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