Prof. Dovev Lavie

Behavioral Science and Management



Dovev Lavie received his Ph.D. in Management from the Wharton School at the University of Pennsylvania in 2004. He also holds an M.A. in Managerial Science and Applied Economics from Wharton (2002), as well as an M.Sc. in Business Administration (1998), a B.A. in Economics and Management (1996), and a B.Sc. in Industrial Engineering and Management (1996) from the Technion. After completing his doctoral studies he was appointed as an Assistant Professor at the University of Texas at Austin. He joined the Technion in 2006 and serves as a Professor of Strategic Management at the Faculty of Industrial Engineering and Management. During the years 2015-2016 he also served as the Vice Dean for MBA Programs at the Technion. In addition, he held visiting positions at the London Business School, Bocconi University and the University College London. Lavie is a Sloan Industry Studies Fellow (2007-2009, supported by the Alfred P. Sloan Foundation), a Landau Fellow (2006-2008, supported by the Taub Foundation), a recipient of the Strategic Management Society Emerging Scholar Award (2012), a recipient of the Henry Taub Prize for Academic Excellence (2011), a winner of the Academy of Management William H. Newman Award for Best Paper based on a Dissertation (2007), a recipient of the Academy of Management BPS Distinguished Paper Award (2007), a recipient of the INFORMS Best Dissertation Award (2005), Shils-Zeidman Fellowship (2000) and grant holder from United States - Israel Binational Science Foundation (2009-2011), Israel Science Foundation (2007-2009, 2011-2013, 2013-2015, 2016-2018), the Mack Center for Technological Innovation (2002-2004) and CIBER (2003-2005). In addition, he has served as Associate Editor of the Strategic Management Journal (2017-2020), Associate Editor of the Academy of Management Journal (2013-2016) and Guest Editor of a Special Issue of the Strategic Management Journal on The Interplay of Competition and Cooperation (2014-2017). In addition, he served on the editorial boards of the Academy of Management Review, Administrative Science Quarterly, Strategic Management Journal, Organization Science, and Strategic Organization. He also served on the Executive Committee and the Research Committee of the Academy of Management BPS Division, and multiple roles at the Strategic Management Society, including Program Chair of the Cooperative Strategies Interest Group, Track Director of the Conference Program Committee, and initiator and Co-Chair of the Special Conference in Tel-Aviv. In addition, he has served on the Organizing Committee and Advisory Committee of the Israel Strategy Conference (ISC), which he co-founded. 

Focusing on strategic management, Lavie's current research interests include value creation and appropriation in alliance networks, relational capabilities and performance implications of alliances, and applications of the resource-based view in interconnected technology-intensive industries. In addition, he has studied the competitive positioning of multinational corporations. His work has been published in the Academy of Management Review, Academy of Management Journal, Strategic Management Journal, Organization Science, Journal of Management, Strategic Organization, Academy of Management Annals, Strategic Entrepreneurship Journal, Industrial and Corporate Change, Journal of Business Research, Management International Review, and Best Paper Proceedings of the Academy of Management, among other outlets.


Research Summary

Lavie's research bridges the strategic management, organizational learning, and social networks literatures in studying the emerging phenomenon of interconnected firms in the information technology industry. Interconnected firms engage in extensive interfirm collaboration and thus become embedded in alliance networks. Lavie focuses on two fundamental questions: (1) how do alliance networks evolve? and (2) how does the configuration of networks influence value creation and appropriation processes, which in turn contribute to the performance of interconnected firms? In addressing these questions, he challenges the assumptions of traditional theories of the firm and extends the resource-based view.

To study the evolution of alliance networks he has engaged in an extensive field research in the information technology industry. His qualitative work reveals how in successive phases of evolution, technological advancements in the information technology industry guide firms' strategic decisions which in turn determine the composition of partners and the respective nature of alliances in their alliance networks. His findings advance coevolution theory by uncovering the mechanisms by which firms coevolve with their alliance networks. Recently, he has extended this research by examining whether software firms balance tendencies to explore and exploit in their alliance formation decisions, arguing that absorptive capacity and organizational inertia impose conflicting pressures with respect to the value chain function of alliances, the attributes of partners, and partners' network positions. Although path dependencies reinforce either exploration or exploitation within each of these domains, he demonstrates that firms balance their tendencies to explore versus exploit over time and across domains. This study bridges the gap between Jim March's claim that firms would seek to balance exploration and exploitation and behavioral research that observed polar tendencies to engage in either type of learning activity.

Lavie's primary research stream focuses on value creation and appropriation in alliance networks. In his work, he contends that some of the fundamental assumptions of traditional theories of the firm do not hold in networked environments and thus reassess the resource-based conditions of heterogeneity, imperfect mobility, imitability and substitutability, concluding that the nature of relationships may matter more than the nature of resources in such environments. In another extension of the resource-based view, based on observations in the information technology industry, he integrates the Schumpeterian perspective on technological discontinuities with the dynamic capabilities approach to explain how firms reconfigure their capabilities in response to technological change. Lavie extends prior research that claims that firms build dynamic capabilities by uncovering the mechanisms through which firms reconfigure their capability portfolios. He identifies substitution, evolution, and transformation as three mechanisms of capability reconfiguration and links the choice of reconfiguration mechanism to the nature of technological change and to the attributes of capabilities. He concludes that these mechanisms enable firms to overcome cognitive and operational impediments, and thus bridge capability gaps and enhance their performance.

In his current research, Lavie further develops a theory of network configuration with an extensive longitudinal database of alliances in the software industry. In this research he address the "So What?" question: Do alliance networks contribute to the financial performance of firms? Scholars, managers and analysts often assume that alliance networks indeed create value, but prior empirical research falls short of supporting this assumption, showing only limited effects on intermediary performance measures. Studying the implications for firms' financial performance, he demonstrates how the resources and capabilities of partners contribute to the focal firm's performance (value creation) and how its performance declines when these partners also enjoy strong bargaining positions vis-a-vis the firm (value appropriation). He finds that this decline can be mitigated however, when firms facilitate competition among their partners. These insights inform alliance managers in the information technology industry who struggle to gain value from their firms' alliances. In a related study, Lavie further advances his network configuration theory by demonstrating how the composition of partners in the firm's network enhances its profitability and that partnering experience mitigates some of the negative implications of working with distant partners. In another empirical study he demonstrates that prior experience with the same partners provides greater benefits than general partnering experience and that the contribution of partner-specific experience to value creation in alliances depends on the novelty of network resources, the capacity to leverage experience by employing internal resources, and the level of firm-specific uncertainty. Lavie has also investigated the performance implications of firms' involvement in multi-partner alliances, revealing how such involvement enhances firms' reputation and leads to market success, while participation in competing alliances also enhances productivity despite potential efficiency losses. Moreover, whereas the market responds favorably to pioneers, both early and late entrants to the alliance are more productive than intermediate entrants. This study sheds light on the distribution of benefits to partners in multi-partner alliances.

In sum, Lavie's current research extends the resource-based view and capabilities approach and enhances our understanding of how alliance networks promote value creation and appropriation in the information technology industries. His research bridges the gap between the strategic management literature and social networks research by offering a firm-centric perspective on the evolution of alliance networks and their contribution to firm performance. He complements the structural and relational emphases in the existing literature by highlighting the role of network resources and considering the simultaneous implications of competition and collaboration within and across alliances.

Visit Lavie's SSRN page for latest papers:


Current Research Projects

  • Competition and cooperation as drivers of exploration and exploitation
  • Managerial risk propensity and the dynamics of exploration and exploitation
  • Performance feedback as driver of exploration and exploitation
  • Partnering experience and the dedicated alliance function
  • Competition networks
  • Co-opetition and the emergence of scientific industries
  • Multimarket competition and alliance formation

Selected Publications

  1. Lavie, Dovev. (forthcoming) “Exploration and Exploitation through Alliances”, in Mesquita L.F., Ragozzino R. & Reuer J.J. (Eds.), Collaborative Strategy: Critical Issues for Alliances and Networks, Edward Elgar Publishing, Chapter 23, 205-211
  2. Capaldo, Antonio., Lavie, Dovev. & Petruzzelli, Antonio M. (2017) "Knowledge Maturity and the Scientific Value of Innovations: The Roles of Knowledge Distance and Adoption", Journal of Management, 43(2), 503-533
  3. Dothan, Ari, & Lavie, Dovev. (2016) “Resource Reconfiguration: Learning from Performance Feedback”, Advances in Strategic Management Volume on “Resource Redeployment and Corproate Strategy”, 319-369
  4. George, Gerry, Osinga, Ernst., Lavie, Dovev. & Scott, Brent. (2016) "From The Editors: Big Data and Data Science Methods for Management Research", Academy of management Journal, 59(5), 1-15
  5. Miller, Stewart., Lavie, Dovev. & Delios, Andrew. (2016) “International Intensity, Diversity, and Distance: Unpacking the Internationalization-Performance Relationship”, International Business Review, 25(4), 907-920
  6. Findikoglu, Melike & Lavie, Dovev. (2015) "The Contingent Value of the Dedicated Alliance Function", Academy of Management Best Paper Proceedings of the 2015 annual conference in Vancouver, Canada
  7. Stettner, Uriel & Lavie, Dovev. (2014) "Ambidexterity under Scrutiny: Exploration and Exploitation via Internal Organization, Alliances, and Acquisitions", Strategic Management Journal, 35(13), 1903-1929
  8. Lavie, Dovev. (2013) "Alliance Capability", in Augier, M., Teece, D.J. (Eds.), Palgrave Encyclopedia of Strategic Management
  9. Zahavi, Talli & Lavie, Dovev (2013) "Intra-industry Diversification and Firm Performance", Strategic Management Journal, 34(8), 978-998
  10. Khanna, Poonam., Lavie, Dovev. & Haunschild, Pamela. (2013) “Operating Routines, Cultural Alignment, and Relational Mechanisms in Alliances, in Das, T. K. (Ed.), Research in Strategic Alliances, Volume on “Interpartner Dynamics in Strategic Alliances”, Information Age Publishing, Chapter 2, 27-54
  11. Lavie, Dovev, Haunschild, Pamela & Khanna, Poonam (2012) "Interorganizational Differences, Relational Mechanisms, and Alliance Performance", Strategic Management Journal, 33(12), 1453-1479
  12. Lavie, Dovev (2012) "The Case for a Process Theory of Resource Accumulation and Deployment", Strategic Organization, 10(3), 316-323
  13. Lavie, Dovev & Singh, Harbir (2012) "The Evolution of Alliance Portfolios: The Case of Unisys", Industrial and Corporate Change, 21(3), 763-809 
  14. Lavie, Dovev & Drori, Israel (2012) "Collaborating for Knowledge Creation and Application: The Case of Nanotechnology Research Centers", Organization Science, 23(3), 704-724  
  15. Capaldo, Antonio., Lavie, Dovev. & Petruzzelli, Antonio M. (2012) "A Quest in Time: How the Maturity, Distance, and Diffusion of Knowledge Affect Innovation", Academy of Management Best Paper Proceedings of the 2012 annual conference in Boston, Massachusetts
  16. Lavie, Dovev, Lechner, Christoph & Singh, Harbir. (2012) "Leveraging Multi-Partner Alliances in Technology-Driven Industries", Research in Strategic Alliances, Volume on Strategic Alliances for Value Creation, T.K. Das (Ed.): Information Age Publishing, Chapter 1, 1-22
  17. Lavie, Dovev & Drori, Israel (2012). "Managing Collaborative Innovation in Nanotechnology Research Centers", in Ran, B. (Ed.), Contemporary Perspectives on Technological Innovation, Management and Policy, Volume 2: Information Age Publishing, Chapter 11, 285-321
  18. Lavie, Dovev, Kang, Jingoo & Rosenkopf, Lori (2011) "Balance within and across Domains: The Performance Implications of Exploration and Exploitation in Alliances", Organization Science, 22(6), 1517-1538
  19. Gulati, Ranjay, Lavie, Dovev & Madhavan, Ravi (2011) "How Do Networks Matter? The Performance Effects of Interorganizational Networks", Research in Organizational Behavior, 31, 207-224 
  20. Stettner, Uriel & Lavie, Dovev (2011) "The Performance Effects of Balancing Exploration and Exploitation Within and Across Governance Modes", Academy of Management Best Paper Proceedings of the 2011 annual conference in San Antonio, Texas
  21. Miller, Stewart., Lavie, Dovev. & Delios, Andrew (2011) "The Performance Implications of International Intensity, Diversity, and Distance", Academy of Management Best Paper Proceedings of the 2011 annual conference in San Antonio, Texas
  22. Lavie, Dovev, Stettner, Uriel & Tushman, Michael (2010) "Exploration and Exploitation within and across Organizations", Academy of Management Annals, Vol 4, 109-155
  23. Dushnitsky, Gary & Lavie, Dovev. (2010) "How Alliance Formation Shapes Corporate Venture Capital Investment: A Resource-Based Perspective", Strategic Entrepreneurship Journal, 4(1), 22-48
  24. Gulati, Ranjay, Lavie, Dovev & Singh, Harbir. (2009) "The Nature of Partnering Experience and the Gains from Alliances", Strategic Management Journal, 30(11), 1213-1233
  25. Lavie, Dovev, Rosenkopf, Lori & Kang, Jingoo. (2009) "The Performance Effects of Balancing Exploration and Exploitation within and across Alliance Domains", Academy of Management Best Paper Proceedings of the 2009 annual conference in Chicago, Illinois
  26. Lavie, Dovev & Miller, Stewart R. (2009) "Alliance Portfolio Internationalization", in Bergmann, Matthaus & Faust, Tmotheus (Eds.), Handbook of Business and Finance: Multinational Companies, Venture Capital and Non-Profit Organizations, Hauppauge, NY: Nova Science Publishers, Chapter 2.
  27. Lavie, Dovev. (2009) "Capturing Value from Alliance Portfolios", Organizational Dynamics, 38(1), 26-36
  28. Lavie, Dovev & Miller, Stewart R. (2008) "Alliance Portfolio Internationalization and Firm Performance", Organization Science, 19(4), 623-646
  29. Lavie, Dovev, Lechner, Christoph & Singh, Harbir. (2008) "All for one: Should a company join a multipartner alliance? Here are the questions to ask", Wall Street Journal - Business Insight (co-produced by Sloan Management Review), May 12, 2008
  30. Lavie, Dovev. (2008) "Network Resoruces: Toward a New Social Network Perspective", Book Review Symposium: Managing Network Resources by Ranjay Gulati, New York: Oxford University Press, 2007, Academy of Management Review, 33(2), 546-658 
  31. Lavie, Dovev. (2007) "Alliance Portfolios and Firm Performance: A Study of Value Creation and Appropriation in the U.S. Software Industry", Strategic Management Journal, 28(12), 1187-1212
  32. Lavie, Dovev. (2007) "The Competitive Advantage of Interconnected Firms", in Wankel, Charles (Ed.), The Handbook of 21st Century Management, New York: Sage Publications 
  33. Lavie, Dovev, Lechner, Christoph & Singh, Harbir. (2007) "The Performance Implications of Timing of Entry and Involvement in Multi-Partner Alliances", Academy of Management Journal, 50(3), 578-604
  34. Lavie, Dovev. (2007) "Value Creation and Appropriation in Alliance Portfolios", Academy of Management Best Paper Proceedings of the 2007 annual conference in Philadelphia, Pennsylvania 
  35. Lavie, Dovev & Rosenkopf, Lori. (2006) "Balancing Exploration and Exploitation in Alliance Formation", Academy of Management Journal, 49(6), 797-818. (Special Topic Forum on "Managing Exploration and Exploitation") 
  36. Lavie, Dovev. (2006) "Interconnected Firms and the Value of Network Resources", Chapter 7, in Finkelstein, Sydney & Cooper, Cary L. (Eds.), Advances in Mergers & Acquisitions (Vol. 5), Amsterdam: Elsevier., 127-141
  37. Lavie, Dovev. (2006) "The Competitive Advantage of Interconnected Firms: An Extension of the Resource-Based View", Academy of Management Review, 31(3), 638-658
  38. Lavie, Dovev. (2006) "Capability Reconfiguration: An Analysis of Incumbent Responses to Technological Change", Academy of Management Review, 31(1), 153-174
  39. Lavie, Dovev & Rosenkopf, Lori. (2005) "Balancing Exploration and Exploitation in Alliance Formation: A Multidimensional Perspective", Academy of Management Best Paper Proceedings of the 2005 annual conference in Honolulu, Hawaii, pp B1-B6
  40. Lavie, Dovev. (2004) "The Evolution and Strategy of Interconnected Firms: A Study of the Unisys Alliance Network", Academy of Management Best Paper Proceedings of the 2004 annual conference in New Orleans, Louisiana, pp E1-E6 
  41. Fiegenbaum, Avi., Lavie, Dovev & Shoham, Aviv. (2004) "Multinational Corporations in Foreign Markets: Theoretical Extensions and the Israeli Experience During the Mid 1990's", Management International Review, 44(3): 261-284
  42. Lavie, Dovev & Fiegenbaum, Avi. (2003) "The Dominant Strategic Positioning of Foreign MNCs: A Typological Approach and the Experience of Israeli Industries", Journal of Business Research, 56: 805-814
  43. Lavie, Dovev. (2002) "The Competitive Advantage of Interconnected Firms: An Extension of the Resource-Based View", Academy of Management Best Paper Proceedings of the 2002 annual conference in Denver, CO 
  44. Lavie, Dovev & Fiegenbaum, Avi. (2000) "The Strategic Reaction of Domestic Firms to Foreign MNC Dominance: The Israeli Experience", Long Range Planning, 33(5): 651-672
  45. Fiegenbaum, Avi & Lavie, Dovev. (2000) "Strategic Management of MNCs' Entry into Foreign Markets: Experience of Israel in the 1990s", European Management Journal, 18 (1): 93-105


Value creation and appropriation in alliance portfolios;
Organizational learning, balancing exploration and exploitation;
The evolution of alliance portfolios, relational capabilities and social capital;
Collaboration and competition in the information technology industry;
Resource-based view, organizational capabilities and competitive advantage;
Foreign market entry, internationalization, alliance networks, and firm performance.
Strategic Management

Contact Info

Room 406 Bloomfield Building