Journal article
John Mawdsley, Deepak Somaya
Strategic Management Journal, vol. 39(7), 2018, pp. 1834-1859
Strategic Management Journal, vol. 39(7), 2018, pp. 1834-1859
DOI:
10.1002/smj.2788
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APA
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Mawdsley, J., & Somaya, D. (2018). Demand-Side Strategy, Relational Advantage and Partner-Driven Corporate Scope: The Case for Client-Led Diversification. Strategic Management Journal, 39(7), 1834–1859. https://doi.org/10.1002/smj.2788
Chicago/Turabian
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Mawdsley, John, and Deepak Somaya. “Demand-Side Strategy, Relational Advantage and Partner-Driven Corporate Scope: The Case for Client-Led Diversification.” Strategic Management Journal 39, no. 7 (2018): 1834–1859.
MLA
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Mawdsley, John, and Deepak Somaya. “Demand-Side Strategy, Relational Advantage and Partner-Driven Corporate Scope: The Case for Client-Led Diversification.” Strategic Management Journal, vol. 39, no. 7, 2018, pp. 1834–59, doi:10.1002/smj.2788.
BibTeX Click to copy
@article{john2018a,
title = {Demand-Side Strategy, Relational Advantage and Partner-Driven Corporate Scope: The Case for Client-Led Diversification},
year = {2018},
issue = {7},
journal = {Strategic Management Journal},
pages = {1834-1859},
volume = {39},
doi = {10.1002/smj.2788},
author = {Mawdsley, John and Somaya, Deepak}
}
Abstract
We advance research on corporate diversification by joining insights from the demand-side and relational views in strategy to offer a novel theory of client-led diversification. We propose that client-led diversification results from a combination of the customer-driven opportunities emphasized in the demand side view and the creation of added value through relational assets that is a central tenet of the relational view. Furthermore, we hypothesize that suppliers’ client-specific knowledge, clients’ relational commitment to suppliers, and growth opportunities in clients’ markets (relative to the suppliers’ own markets) will magnify the client-led diversification effect. We test our hypotheses using a longitudinal dataset on patent law firms and their diversification into new domains of patent prosecution work for their corporate clients
We advance research on corporate diversification by joining insights from the demand-side and relational views in strategy to offer a novel theory of client-led diversification. We propose that client-led diversification results from a combination of the customer-driven opportunities emphasized in the demand side view and the creation of added value through relational assets that is a central tenet of the relational view. Furthermore, we hypothesize that suppliers’ client-specific knowledge, clients’ relational commitment to suppliers, and growth opportunities in clients’ markets (relative to the suppliers’ own markets) will magnify the client-led diversification effect. We test our hypotheses using a longitudinal dataset on patent law firms and their diversification into new domains of patent prosecution work for their corporate clients