The downside of prominence in a network of marketing alliances

Jameson K.M. Watts, Kenneth W. Koput

Research output: Contribution to journalArticlepeer-review

6 Scopus citations


The authors investigate how a firm's position in a network of marketing alliances affects performance for firms experiencing different levels of uncertainty. A more prominent position—having many, well-connected marketing alliances—is typically theorized to improve the performance of a firm. However, we find that a prominent network position can instead hurt performance when uncertainty is high. Practically, these results can help both researchers and practitioners identify when the risks of marketing alliances outweigh the rewards. Theoretically, they provide a plausible explanation for past research that failed to detect a positive relationship between marketing alliances and firm performance.

Original languageEnglish (US)
Pages (from-to)196-205
Number of pages10
JournalJournal of Business Research
StatePublished - Nov 2019
Externally publishedYes


  • Centrality
  • Marketing alliances
  • Networks
  • Uncertainty

ASJC Scopus subject areas

  • Marketing


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