350 rub
Journal Science Intensive Technologies №8 for 2010 г.
Article in number:
Strategic technological alliances
Keywords: strategic technological alliances innovation activity interfirm cooperation
Authors:
E.N. Gorlacheva, A.G. Gudkov, I.N. Omelchenko
Abstract:
Strategic alliances form a vital part of today-s business environment. The sheer variety of collaborative forms is notable - which include R&D coalitions, marketing and distribution agreements, franchising, co-production agreements, licensing, consortiums and joint ventures. Here we define a strategic alliance as a cooperative agreement between two or more autonomous firms pursuing common objectives or working towards solving common problems through a period of sustained interaction. A distinction is commonly made between "formal" and "informal" inter-firm alliances. Informal alliances involve voluntary contact and interaction while in formal alliances cooperation is governed by a contractual agreement. The advantage of formal alliances is the ability to put in place intellectual property clauses, confidentially agreements and other contractual measures designed to safeguard the firm against knowledge spill-over. However, these measures are costly to instigate and police. By contrast, a key attraction of informal relationships is their low co-ordination costs. Informal know-how trading is relatively simple, uncomplicated and more flexible, and has been observed in a number of industries. In this paper we consider the peculiarities of alliance growth and the reasons of alliance undetermined termination. A number of factors affecting firms - decisions to cooperate or not cooperate within strategic alliances have been raised in the literature. In this paper we consider the feedback between individual decision-making and industry structure. The contribution to this under-researched area represents an important contribution of this paper to the current discourse. In order to focus the discussion, the paper considers the formation of horizontal inter-firm strategic alliances in dynamic product markets. These markets are characterized by rapid rates of technological change, a high degree of market uncertainty, and high rewards (supernormal profits) for successful firms offset by shortening life cycles.
Pages: 50-62
References
  1. Проектирование интегрированных производственно-корпоративных структур: эффективность, организация, управление / Под ред. А. А. Колобова, А. И. Орлова. М.: МГТУим. Н. Э. Баумана. 2006.
  2. Beamish, P. and Banks, J., Equity joint venture and theory of multinational enterprise // Journal of International Business Studies. 1987. No. 18 (2). P. 1-16.
  3. Banerji, K. and Sambharya, R. B., Effect of network organization on alliance formation: a study of Japanese automobile ancillary industry // Journal of International Management. 1998. No.4 (1). P. 41-57.
  4. Hansen, E. L., Entrepreneurial networks and new organization growth // Entrepreneurship: Theory and Practice. 1995. No. 19 (4). P.7-19.
  5. Larson, A. L. and Starr, J. A., A network model of organization formation // Entrepreneurship: Theory and Practice. 1993. No. 17 (2). P. 5-15.
  6. Stuart, T. E., Hoang, H. and Hybels, R., Inter-organizational endorsements and the performance of entrepreneurial ventures // Administrative Science Quarterly. 1999. No. 44. P. 315-350.
  7. Dickson, P. H. and Weaver, K. M., Environmental determinants and individual-level moderators of alliance use // Academy of Management Journal. 1997. No. 40. P. 404-425.
  8. Hagedoorn, J., Understanding the rationale of strategic technology partnering: inter-organizational modes of cooperation and sectoral differences // Strategic Management Journal. 1993. No. 14. P. 371-385.
  9. Tyler, B. B. and Steensma, H. K., Evaluating technological collaborative opportunities: a cognitive modelling perspective // Strategic Management Journal. 1995. No. 16. P. 43-70.
  10. Lundvall, B.-A., and Johnson, B., The learning economy // Journal of Industry Studies. 1994. No. 1(2). P. 23-42.
  11. Powell, W.,Koput, K. and Smith-Doerr, L., Interorganization collaboration and the locus of innovation: networks of learning in biotechnology // Administrative Science Quarterly. 1996. No. 41. P. 116-145.
  12. Gomes-Casserers, B., The alliance revolution: The new shape of business rivalry. Cambridge, MA: Harvard University Press. 1996.
  13. Narula, R., Explaining the growth of strategic R&D alliances by European Firms // STEP REPORTS. 1998.
  14. Narula, R., Hagedoorn, J., Innovating through strategic alliances: moving towards international partnerships and contractual agreements // Technovation. 1999. No. 6.
  15. Gomes-Casserers, B., How alliances reshape competition. Handbook of strategic alliances. SAGE Publications. 2006. P. 39-53.
  16. Narula, R., In-house R&D, outsourcing or alliances - Some strategic and economic considerations. University of Oslo and MERIT, Maastricht http://www.bigfoot.com/~r.narula
  17. Dunning, J., Reappraising the eclectic paradigm in the age of alliance capitalism // Journal of International Business Studies. 1995. V. 26. P.461-91.
  18. Williamson, O. E., The economics of organisation: the transactions cost approach // American Journal of Sociology. 1981. No. 87. P. 548-577.
  19. Tidd, J. and Trewhelle, M., Organizational and technological antecedents for knowledge creation and learning // R&D Mаnangement. 1997. V. 27. P. 359-375.
  20. Veuglers, R., Alliances and the pattern of comparative advantages: a sectoral analysis // International Business Review. 1996. V. 4. P. 213-31.
  21. Hagedoorn, J. and Sadowski, B., Exploring the potential transition from strategic technology partnering to mergers and acquisitions // MERIT working paper series. 1996. No. 96-010.
  22. Hagedoorn, J. and Schakenraad, J., The effect of strategic technology alliances on company performance // Strategic Management Journal. 1994. V. 15. Р. 291-311.
  23. Hagedoorn, J. and Duysters, G., Satisfying strategies in dynamic inter-firm networks: the efficacy of quasy-redundant contacts // MERIT working paper series. 1997. No. 97-016.
  24. Narula, R. and Dunning, J., Explaining International R&D alliances and the role of governments // International Business Review. 1998. V. 7. Р. 377-397.
  25. Hagedoorn, J. and Narula, R., Choosing Modes of Governance for strategic technology partnering: international and sectoral differences // Journal of International Business Studies. 1996. V. 27. P. 265-284.
  26. Narula, R. and Hagedoorn, J., Globalization, organisational modes and the growth of international strategic technology alliances // MERIT Working Paper Series. 1997. No. 98-015.
  27. Prasad, R., Emerging Paradigm of Strategic R&D alliances vis-à-vis corporate international competitiveness // Technology Exports. 2004. V. VII. No. 1. Р. 1-6.
  28. Dyer, J. H., Specialized supplier networks as a source of competitive advantage: evidence from the auto-industry // Strategic Management Journal. 1996. No. 12 (4).Р. 271-291.
  29. Duysters, G. and de Man, A. - P., Collaboration and innovation: a review of the effects of mergers, acquisitions and alliances on innovation // Technovation.2005. V. 25.
  30. Duysters, G., Kok, G., Vaandrager, M.,Crafting Successful Strategic Technology Alliances // R&D Management. 1999. V. 29. No. 4. Р. 343-351.
  31. Madhok, A., Tallman, S.,Resources, Transactions and Rents: Managing Value Through Interfirm Collaborative Relationships // Organization Science. 1998. No. 9(3).Р. 326-339.
  32. Harrigan, K., Managing for Joint Venture Success.Lexington MA: Lexington Books, 1986.
  33. Harrigan, R., Strategic Alliances and Partner Asymmetries: Cooperative Strategies in International Business. Toronto: Lexington Books. 1988.
  34. Spekman, R., Forbes, T., et al., Alliance Management: A View from the Past and a Look to the Future // Journal of Management Studies. 1998. No. 35(6). Р. 747-771.
  35. Spekman, R. and Isabella, L., Alliance Competence. London: John Wiley & Sons. 2000.
  36. Dyer, J. H., Collaborative Advantage. New York: Oxford University Press. 2000.
  37. Reuer, J. and Zollo, M., Termination Outcomes in Research Alliances // Research Policy. 2005. No. 34. Р. 101-115.
  38. Park, S., Ungson, G.,Interfirm Rivalry and Managerial Complexity: A Conceptual Framework of Alliance Failure // Organization Science. 2001. No. 12(1).Р. 37-53.
  39. Inkpen, A., Beamish, P.,Knowledge, bargaining power, and the instability of international joint ventures // Academy of Management Review. 1997. No. 22. Р. 177-203.
  40. Hamel, G., Competition for Competence and Inter-partner Learning within International Strategic Alliances // Strategic Management Journal. 1991. No. 12.Р. 83-103.
  41. Cohen, W. M., Levinthal, D. A., Absorptive capacity: a new perspective on learning and innovation // Administrative Science Quarterly. 1990. No. 35. Р. 128-152.
  42. Baum, J., Calabrese, T., Silverman, B., Don-t go it alone: Alliance network composition and start ups - performance in Canadian biotechnology // Strategic Management Journal. 2000. V. 20. No. 3. Р. 267-294.
  43. Maaß, F. and Backes-Gellner, U., The determinants of strategic partnerships in research and development (R&D). Bonn: Institut für Mittelstandsforschung. 2001.
  44. Pyka, A.,Der kollektive Innovationsprozess - eine theoretische Analyse informeller Netzwerke und absorptiver Fähigkeiten. Berlin: Duncker and Humblot. 1999.
  45. Nelson, C., Plosser, C., Trends and random walks in macroeconomic time series: some evidence and implications // Journal of Monetary Economics. 1982. No. 10. Р. 139-167.