Abstract
This study investigates how the interaction between strategic group membership and network of alliances influences firm performance. We argue that the effects of density of ties and role equivalence on firm performance matters more for members of strategic groups protected by the highest mobility barriers in the industry than for members of strategic groups ranking lower on the mobility barriers spectrum. We test our hypotheses in the context of the international airline industry over the period 1996-2010. Our findings indicate that the network of alliances impacts the performance of strategic group members asymmetrically. The higher the mobility barriers protecting the group, the stronger the performance benefits of alliance networks.