Skip to main content
SpringerLink
Log in

When to Forge Alliances?

  • Chapter
Making Innovation Last: Volume 1

Abstract

The traditional approach to the development of new products and services is to perform research and development (R&D) internally to the firm (Doz and Hamel 1998, Chesbrough 2003). However, in the face of rapid evolution of consumers’ needs as well as the uncertainty of technological change, R&D activities are an area where alliances have been increasingly sought and have even played a dominant role (Shan 1990, Kogut 1991, Hagedoorn and Schakenraad 1994, Raassens, Wuyts and Geyskens 2012). According to Capron and Mitchell (2012), firms choose from among three alternatives, based on the firm’s existing capabilities and partnership characteristics: build, borrow, or buy.1 Indeed, firms do not always have or cannot necessarily acquire the competencies and know-how required for new product development (NPD) (see the discussion on innovation characteristics in Chapter 2). Such competencies may include (Capron and Mitchell 2012):

  1. 1.

    Skills

  2. 2.

    Know-how

  3. 3.

    Technologies

  4. 4.

    Methods

  5. 5.

    Broad competencies

  6. 6.

    Other assets

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
eBook
USD 16.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Hardcover Book
USD 109.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  • Achrol, R. S., Lisa K. Scheer, and Louis W. Stem (1989), “Transorganizational Systems: A Framework for Analyzing Strategic Alliance Behavior and Performance,” Working Paper, Marketing Science Institute, Cambridge, MA.

    Google Scholar 

  • Ahuja, Gautam (2000), “Collaboration Networks, Structural Holes, and Innovation: A Longitudinal Study,” Administrative Science Quarterly, 45(3), 425–455.

    Article  Google Scholar 

  • Amit, Raphael, and Paul Schoemaker (1993), “Strategic Assets and Organizational Rent,” Strategic Management Journal, 14(1), 33–46.

    Article  Google Scholar 

  • Anderson, Erin (1985), “The Salesperson as Outside Agent or Employee: A Transaction Cost Analysis,” Marketing Science, 4(3), 234–254.

    Article  Google Scholar 

  • Anderson, Erin (1988), “Transaction Costs as Determinants of Opportunism in Integrated and Independent Sales Forces,” Journal of Economic Behavior & Organization, 9(3), 247–264.

    Article  Google Scholar 

  • Anderson, Erin, and Hubert Gatignon (1986), “Modes of Foreign Entry: A Transaction Cost Analysis and Propositions,” Journal of International Business Studies, 17(3), 1–26.

    Article  Google Scholar 

  • Anderson, Erin, and Hubert Gatignon (2005), “Firms and the Creation of New Markets,” in Claude Ménard and Mary M. Shirley (Eds.), Handbook of New Institutional Economics, Berlin: Springer, Chapter 6, 401–432.

    Chapter  Google Scholar 

  • Anderson, Erin, and David C. Schmittlein (1984), “Integration of the Sales Force: An Empirical Examination,” The RAND Journal of Economics, 15(3), 385–395.

    Article  Google Scholar 

  • Anderson, Erin, and Barton Weitz (1989), “Determinants of Continuity in Conventional Industrial Channel Dyads,” Marketing Science, 8(4), 310–323.

    Article  Google Scholar 

  • Anderson, Erin, and Barton A. Weitz (1992), “The Use of Pledges to Build and Sustain Commitment in Distribution Channels,” Journal of Marketing Research, 29(1), 18–34.

    Article  Google Scholar 

  • Balakrishnan, Srinivasan, and Birger Wernerfelt (1986), “Technical Change, Competition and Vertical Integration,” Strategic Management Journal, 7(4), 347–359.

    Article  Google Scholar 

  • Balconi, Margherita, Stefano Breschi, and Francesco Lissoni (2004), “Networks of Inventors and the Role of Academia: An Exploration of Italian Patent Data,” Research Policy, 33(1), 127–145.

    Article  Google Scholar 

  • Baum, Joel A. C., Robin Cowan, and Nicolas Jonard (2010), “Network-Independent Partner Selection and the Evolution of Innovation Networks,” Management Science, 56(11), 2094–2110.

    Article  Google Scholar 

  • Bensaou, M., and Erin Anderson (1999), “Buyer-Supplier Relations in Industrial Markets: When Do Buyers Risk Making Idiosyncratic Investments?,” Organization Science, 10(4), 460–481.

    Article  Google Scholar 

  • Blau, Peter M. (2013), “The Hierarchy of Authority in Organizations,” American Journal of Sociology, 73(4), 453–467.

    Article  Google Scholar 

  • Borah, Abhishek, and Gerard J. Tellis (2014), “Make, Buy, or Ally? Choice of and Payoff from Announcements of Alternate Strategies for Innovations,” Marketing Science, 33(1), 114–133.

    Article  Google Scholar 

  • Borys, Bryan, and David B. Jemison (1989), “Hybrid Arrangements as Strategic Alliances: Theoretical Issues in Organizational Combinations,” Academy of Management Review, 14(2), 234–249.

    Google Scholar 

  • Boyd, D. Eric, and Robert E. Spekman (2010), “The Licensing of Market Development Rights within Technology Alliances: A Shareholder Value Perspective,” Journal of Product Innovation Management, 27(4), 593–605.

    Article  Google Scholar 

  • Bradach, Jeffrey L. (1997), “Using the Plural Form in the Management of Restaurant Chains,” Administrative Science Quarterly, 42(2), 276–303.

    Article  Google Scholar 

  • Burgers, Willem P., Charles W. L. Hill, and W. Chan Kim (1993), “A Theory of Global Strategic Alliances: The Case of the Global Auto Industry,” Strategic Management Journal, 14(6), 419–432.

    Article  Google Scholar 

  • Burt, Ronald S. (1995), Structural Holes: The Social Structure of Competition, Cambridge, MA: Harvard University Press.

    Google Scholar 

  • Cai, C. Jeffrey, and Arun Gopalakrisnnan (2014), “Competition and Collaboration in Technology Development,” Working Paper, The Wharton School, University of Pennsylvania.

    Google Scholar 

  • Calixte, Laurent (2007), “Xerox Fait Déjà Meilleure Impression,” Challenges, 101(November 22), 71.

    Google Scholar 

  • Capron, Laurence (1999), “The Long-Term Performance of Horizontal Acquisitions,” Strategic Management Journal, 20(11), 987–1018.

    Article  Google Scholar 

  • Capron, Laurence, and Will Mitchell (2009), “Selection Capability: How Capability Gaps and Internal Social Frictions Affect Internal and External Strategic Renewal,” Organization Science, 20(2), 294–312.

    Article  Google Scholar 

  • Capron, Laurence, and Will Mitchell (2012), Build, Borrow, or Buy: Solving the Growth Dilemma, Boston, MA: Harvard Business Press Books.

    Google Scholar 

  • Chesbrough, Henry, and Kevin Schwartz (2007), “Innovating Business Models with Co-Development Partnerships,” Research Technology Management, 50(1), 55–59.

    Google Scholar 

  • Chesbrough, Henry W. (2003), Open Innovation: The New Imperative for Creating and Profiting from Technology, Boston, MA: Harvard University Press.

    Google Scholar 

  • Chung, Walter W. C. C., Anthony Y. K. K. Yam, and Michael F. S. S. Chan (2004), “Networked Enterprise: A New Business Model for Global Sourcing,” International Journal of Production Economics, 87(3), 267–280.

    Article  Google Scholar 

  • Cooper, Robert G. (1983), “The Impact of New Product Strategies,” Industrial Marketing Management, Elsevier Science Publishing, 12(4), 243–256.

    Article  Google Scholar 

  • Coughlan, Anne T., Erin M. Anderson, Louis W. Stern, and Adel I. Ansary (2006), Marketing Channels, 7th edition, Englewood Cliffs, NJ: Pearson/Prentice-Hall.

    Google Scholar 

  • Cui, Anna S., and Gina O’Connor (2012), “Alliance Portfolio Resource Diversity and Firm Innovation,” Journal of Marketing, 76(4), 24–43.

    Article  Google Scholar 

  • Cvitanić, Jakša, Sonja Radas, and Hrvoje šikić (2011), “Co-Development Ventures: Optimal Time of Entry and Profit-Sharing,” Journal of Economic Dynamics and Control, 35(10), 1710–1730.

    Article  Google Scholar 

  • De Pinho Camposa, Katia, Cameron D. Normana, and Alejandro R. Jadad (2011), “Product Development Public-Private Partnerships for Public Health: A Systematic Review Using Qualitative Data,” Social Science & Medicine, 73(7), 986–994.

    Article  Google Scholar 

  • Deck, Mark, Mark Strom, and Kevin Schwartz (2001), “The Emerging Model of Co-Development,” PRTM White Paper.

    Google Scholar 

  • Doz, Yves L., and Gary Hamel (1998), Alliance Advantage: The Art of Creating Value through Partnering, Boston, MA: Harvard Business School Press.

    Google Scholar 

  • Dunning, John H. (1980), “Toward an Eclectic Theory of International Production: Some Empirical Tests,” Journal of International Business Studies, 11(1), 9–31.

    Article  Google Scholar 

  • Dwyer, F. Robert, Paul H. Schurr, and Sejo Oh (1987), “Developing Buyer-Seller Relationships,” Journal of Marketing, 51(2), 11–27.

    Article  Google Scholar 

  • Dyer, Jeffrey H. (1996), “Specialized Supplier Networks as a Source of Competitive Advantage: Evidence from the Auto Industry,” Strategic Management Journal, 17(4), 271–291.

    Article  Google Scholar 

  • Fein, Adam J., and Erin Anderson (1997), “Patterns of Credible Commitments: Territory and Brand Selectivity in Industrial Distribution Channels,” Journal of Marketing, 61(2), 19–34.

    Article  Google Scholar 

  • Folta, Timothy B. (1998), “Governance and Uncertainty: The Trade-Off between Administrative Control and Commitment,” Strategic Management Journal, 19(11), 1007–1028.

    Article  Google Scholar 

  • Folta, Timothy B., and Kent D. Miller (2002), “Real Options in Equity Partnerships,” Strategic Management Journal, 23(1), 77–88.

    Article  Google Scholar 

  • Fombrun, C. J. (1982), “Strategies for Network Research in Organization,” Academy of Management Review, 7(2), 280–291.

    Google Scholar 

  • Friar, J., and M. Horwitz (1985), “The Emergence of Technology Strategy: A New Dimension of Strategic Management,” Technology in Society, 7(2–3), 143–178.

    Article  Google Scholar 

  • Galunic, D. Charles, and Erin Anderson (2000), “From Security to Mobility: Generalized Investments in Human Capital and Agent Commitment,” Organization Science, 11(1), 1–20.

    Article  Google Scholar 

  • Galunic, D. Charles, and Simon Rodan (1998), “Resource Recombinations in the Firm: Knowledge Structures and the Potential for Schumpeterian Recombination,” Strategic Management Journal, 19(12), 1193–1201.

    Article  Google Scholar 

  • Ganesan, Shankar, Alan J. Malter, and Aric Rindfleisch (2005), “Does Distance Still Matter? Geographic Proximity and New Product Development,” Journal of Marketing, 69(4), 44–60.

    Article  Google Scholar 

  • Garcia, Renato, Veneziano Araujo, and Suelene Mascarini (2013), “The Role of Geographic Proximity for University-Industry Linkages in Brazil: An Empirical Analysis,” Australasian Journal of Regional Studies, 19(3), 433–456.

    Google Scholar 

  • Gatignon, Aline, and Hubert Gatignon (2010), “Erin Anderson and the Path Breaking Work of TCE in New Areas of Business Research: Transaction Costs in Action,” Journal of Retailing, 86(3), 232–247.

    Article  Google Scholar 

  • Gatignon, Hubert, and Erin Anderson (1988), “The Multinational Corporation’s Degree of Control over Foreign Subsidiaries: An Empirical Test of a Transaction Cost Explanation,” Journal of Law, Economics, and Organization, 4(2), 305–336.

    Google Scholar 

  • Goerzen, Anthony, and Paul W. Beamish (2005), “The Effect of Alliance Network Diversity on Multinational Enterprise Performance,” Strategic Management Journal, 26(4), 333–354.

    Article  Google Scholar 

  • Graham, M. (1985), “Corporate Research and Development: The Latest Transformation,” Technology in Society, 7(2–3), 179–196.

    Article  Google Scholar 

  • Granovetter, Mark S. (1973), “The Strength of Weak Ties,” American Journal of Sociology, 78(6), 1360–1380.

    Article  Google Scholar 

  • Granovetter, Mark S. (1983), “The Strength of Weak Ties: A Network Theory Revisited,” Sociological Theory, 1, 201–233.

    Article  Google Scholar 

  • Greve, Henrich, Tim Rowley, and Andrew Shipilov (2014), Network Advantage: How to Unlock Value from Your Alliances and Partnerships, San Francisco, CA: John Wiley & Sons.

    Google Scholar 

  • Gulati, Ranjay (1998), “Alliances and Networks,” Strategic Management Journal, 19(4), 293–317.

    Article  Google Scholar 

  • Hagedoorn, John (1993), “Understanding the Rationale of Strategic Technology Partnering: Interorganizational Modes of Cooperation and Sectoral Differences,” Strategic Management Journal, 14(5), 371–385.

    Article  Google Scholar 

  • Hagedoorn, John, and Jos Schakenraad (1994), “The Effect of Strategic Technology Alliances on Company Performance,” Strategic Management Journal, 15(4), 291–309.

    Article  Google Scholar 

  • Han, Kunsoo, Wonseok Oh, Kun Shin Im, Ray M. Chang, Hyelim Oh, and Alain Pinsonneault (2012), “Value Cocreation and Wealth Spillover in Open Innovation Alliances,” MIS Quarterly, 36(1), 1–26.

    Google Scholar 

  • Harrigan, Kathryn Rudie (1985), “Strategies for Intrafirm Transfers and Outside Sourcing,” Academy of Management Journal, 28(4), 914–925.

    Article  Google Scholar 

  • Harrigan, Kathryn Rudie (1986), “Matching Vertical Integration Strategies to Competitive Conditions,” Strategic Management Journal, 7(6), 535–555.

    Article  Google Scholar 

  • Harryson, Sigvald J., Rafal Dudkowski, and Alexander Stern (2008), “Transformation Networks in Innovation Alliances: The Development of Volvo C70,” Journal of Management Studies, 45(4), 745–773.

    Article  Google Scholar 

  • Haspeslagh, Philippe, and David B. Jemison (1991), Managing Acquisitions, New York, NY: Free Press.

    Google Scholar 

  • Hayashi, Takayuki (2003), “Effect of R&D Programmes on the Formation of University-Industry-Government Networks: Comparative Analysis of Japanese R&D Programmes,” Research Policy, 32(8), 1421–1442.

    Article  Google Scholar 

  • Heide, Jan B., and George John (1990), “Alliances in Industrial Purchasing: The Determinants of Joint Action in Buyer-Supplier Relationships,” Journal of Marketing Research, 27(1), 24–36.

    Article  Google Scholar 

  • Helfat, C. E., and M. B. Lieberman (2002), “The Birth of Capabilities: Market Entry and the Importance of Pre-History,” Industrial Corporate Change, 11(4), 725–760.

    Article  Google Scholar 

  • Hennart, Jean-Frangois (1988), “A Transaction Costs Theory of Equity Joint Ventures,” Strategic Management Journal, 9(4), 361–374.

    Article  Google Scholar 

  • Hennart, Jean-Frangois (2009), “Down with MNE-Centric Theories! Market Entry and Expansion as the Bundling of MNE and Local Assets,” Journal of International Business Studies, 40(9), 1432–1454.

    Article  Google Scholar 

  • Hennart, Jean-Frangois (2010), “Transaction Cost Theory and International Business,” Journal of Retailing, 86(3), 257–269.

    Article  Google Scholar 

  • Houlder, V. (1995), “Revolution in Outsourcing,” Financial Times, January 6, 7.

    Google Scholar 

  • Jap, Sandy D. (1999), “Pie-Expansion Efforts: Collaboration Processes in Buyer-Supplier Relationships,” Journal of Marketing Research, 36(4), 461–475.

    Article  Google Scholar 

  • Jap, Sandy D., and Erin Anderson (2003), “Safeguarding Interorganizational Performance and Continuity under Ex Post Opportunism,” Management Science, 49(12), 1684–1701.

    Article  Google Scholar 

  • John, George, and Barton A. Weitz (1988), “Forward Integration: An Empirical Test of Transaction Cost Analysis,” Journal of Law, Economics, and Organization, 4(2), 337–355.

    Google Scholar 

  • Kalaignanam, Kartik, Venkatesh Shankar, and Rajan Varadarajan (2007), “Asymmetric New Product Development Alliances: Win-Win or Win-Lose Partnerships?,” Management Science, 53(3), 357–374.

    Article  Google Scholar 

  • Katila, R., and A. Ahuja (2002), Something Old, Something New: A Longitudinal Study of Search Behavior and New Product Introduction,” Academy of Management Journal, 45(6), 1183–1194.

    Article  Google Scholar 

  • Kaul, Anil, and Vithala R. Rao (1995), “Research for Product Positioning and Design Decisions: An Integrative Review,” International Journal of Research in Marketing, 12(4), 293–320.

    Article  Google Scholar 

  • Keil, Thomas, Markku Maula, Henri Schildt, and Shaker A. Zahra (2008), “The Effect of Governance Modes and Relatedness of External Business Development Activities on Innovative Performance,” Strategic Management Journal, 29(8), 895–907.

    Article  Google Scholar 

  • Klein, Saul, Gary L. Frazier, and Victor J. Roth (1990), “A Transaction Cost Analysis Model of Channel Integration in International Markets,” Journal of Marketing Research, 27(2), 196–208.

    Article  Google Scholar 

  • Kogut, Bruce (1991), “Joint Ventures and the Option to Expand and Acquire,” Management Science, 37(1), 19–33.

    Article  Google Scholar 

  • Kogut, Bruce, and Nalin Kulatilaka (2001), “Capabilities as Real Options,” Organization Science, 12(6), 744–758.

    Article  Google Scholar 

  • Koh, Jeongsuk, and N. Venkatraman (1991), “Joint Venture Formations and Stock Market Reactions: An Assessment in the Information Technology Sector,” Academy of Management Journal, 34(4), 869–892.

    Article  Google Scholar 

  • Krishnan, V., and Karl T. Ulrich (2001), “Product Development Decisions: A Review of the Literature,” Management Science, 47(1), 1–21.

    Article  Google Scholar 

  • Laursen, Keld, Toke Reichstein, and Peter Maskell (2008), “Co-Development of Products and Services, Formal Contracts, and the Effect on the Performance of Offshore Outsourced Activity: Danish Firm-Level Evidence,” Working Paper, Copenhagen Business School.

    Google Scholar 

  • Lawrence, P. R., and J. W. Lorsch (1967), Organization and Environment: Managing Differentiation and Integration, Division of Research, Graduate School of Business Administration, Boston, MA: Harvard University.

    Google Scholar 

  • Leonard-Barton, Dorothy (1992), “Core Capabilities and Core Rigidities: A Paradox in Managing New Product Development,” Strategic Management Journal, 13(Summer), 111–125.

    Article  Google Scholar 

  • Mahoney, Joseph T. (1992), “The Choice of Organizational Form: Vertical Financial Ownership versus Other Methods of Vertical Integration,” Strategic Management Journal, 13(8), 559–584.

    Article  Google Scholar 

  • McCracken, Harry (2013), “Ready, Set, Acquire: How Big Companies Build Their Future by Buying Little Ones,” Time, September 16, 12.

    Google Scholar 

  • Meyer, Klaus E., Mike Wright, and Sarika Pruthi (2009), “Managing Knowledge in Foreign Entry Strategies: A Resource-Based Analysis,” Strategic Management Journal, 30(5), 557–574.

    Article  Google Scholar 

  • Mohr, Jakki, and John R. Nevin (1990), “Communication Strategies in Marketing Channels: A Theoretical Perspective,” Journal of Marketing, 54(4), 36–51.

    Article  Google Scholar 

  • Mowery, David C., Joanne E. Oxley, and Brian S. Silverman (1996), “Strategic Alliances and Interfirm Knowledge Transfer,” Strategic Management Journal, 17(Winter), 77–91.

    Article  Google Scholar 

  • Nayak, P. R., and J. M. Ketteringham (1986), Breakthroughs!, New York, NY: Rawson Associates.

    Google Scholar 

  • Oxley, Joanne E. (1999), “Institutional Environment and the Mechanisms of Governance: The Impact of Intellectual Property Protection on the Structure of Inter-Firm Alliances,” Journal of Economic Behavior & Organization, 38(3), 283–309.

    Article  Google Scholar 

  • Oxley, Joanne E., and Rachelle C. Sampson (2004), “The Scope and Governance of International R&D Alliances,” Strategic Management Journal, 25(8–9), 723–749.

    Article  Google Scholar 

  • Oxley, Joanne, and Tetsuo Wada (2009), “Alliance Structure and the Scope of Knowledge Transfer: Evidence from U.S.-Japan Agreements,” Management Science, 55(4), 635–649.

    Article  Google Scholar 

  • Pfeffer, Jeffrey, and Gerald R. Salancik (1978), The External Control of Organizations: A Resource Dependence Perspective, New York, NY: Harper & Row.

    Google Scholar 

  • Pfeffer, Jeffrey, and Gerald R. Salancik (2003), The External Control of Organizations: A Resource Dependence Perspective, Stanford, CA: Stanford Business Books.

    Google Scholar 

  • Pisano, Gary P. (1990), “The R&D Boundaries of the Firm: An Empirical Analysis,” Administrative Science Quarterly, 35(1), 153–176.

    Article  Google Scholar 

  • Pisano, Gary P., Michael Russo, and David J. Teece (1988), “Joint Ventures and Collaborative Arrangements in the Telecommunications Equipment Industry,” in D. Mowery (Ed.), International Collaborative Ventures in U.S. Manufacturing, Cambridge, MA: Ballinger Publishing Company, 23–70.

    Google Scholar 

  • Powell, Walter W. (1987), “Hybrid Organizational Arrangements: New Form or Transitional Development?,” California Management Review, 30(Summer), 67–87.

    Article  Google Scholar 

  • Powell, Walter W. (1990), “Neither Hierarchy nor Market: Network Forms of Organization,” in B. M. Shaw and L. L. Cummings (Eds.), Research in Organizational Behavior, Greenwich, CT: JAI Press, 295–336.

    Google Scholar 

  • Powell, Walter W., Kenneth W. Koput, and Laurel Smith-Doerr (1996), “Interorganizational Collaboration and the Locus of Innovation: Networks of Learning in Biotechnology,” Administrative Science Quarterly, 41(1), 116–145.

    Article  Google Scholar 

  • Quinn, James Brian (2000), “Outsourcing Innovation: The New Engine of Growth,” Sloan Management Review, 41(4), 13–28.

    Google Scholar 

  • Raassens, Néomie, Stefan Wuyts, and Inge Geyskens (2012), “The Market Valuation of Outsourcing New Product Development,” Journal of Marketing Research, 49(5), 682–695.

    Article  Google Scholar 

  • Reuer, Jeffrey J., and Tony W. Tong (2005), “Real Options in International Joint Ventures,” Journal of Management, 31(3), 403–423.

    Article  Google Scholar 

  • Rindfleisch, Aric (2000), “Organizational Trust and Interfirm Cooperation: An Examination of Horizontal versus Vertical Alliances,” Marketing Letters, 11(1), 81–95.

    Article  Google Scholar 

  • Rindfleisch, Aric, and Christine Moorman (2001), “The Acquisition and Utilization of Information in New Product Alliances: A Strength-of-Ties Perspective,” Journal of Marketing, 65(2), 1–18.

    Article  Google Scholar 

  • Robertson, Thomas S., and Hubert Gatignon (1998), “Technology Development Mode: A Transaction Cost Conceptualization,” Strategic Management Journal, 19(6), 515–531.

    Article  Google Scholar 

  • Sampson, Rachelle C. (2007), “R&D Alliances and Firm Performance: The Impact of Technological Diversity and Alliance Organization on Innovation,” Academy of Management Journal, 50(2), 364–386.

    Article  Google Scholar 

  • Shan, Weijian (1990), “An Empirical Analysis of Organizational Strategies by Entrepreneurial High-Technology Firms,” Strategic Management Journal, 11(2), 129–139.

    Article  Google Scholar 

  • Sivadas, Eugene, and R. Robert Dwyer (2000), “An Examination of Organizational Factors Influencing New Product Success in Internal and Alliance-Based Processes,” Journal of Marketing, 64(1), 31–49.

    Article  Google Scholar 

  • Sorescu, Alina B., Rajesh K. Chandy, and Jaideep C. Prabhu (2003), “Sources and Financial Consequences of Radical Innovation: Insights from Pharmaceuticals,” Journal of Marketing, 67(4), 82–102.

    Article  Google Scholar 

  • Szulanski, G. (1996) “Exploring Internal Stickiness: Impediments to the Transfer of Best Practice within the Firm,” Strategic Management Journal, 17(S2), 27–43.

    Article  Google Scholar 

  • Teece, David J. (1986), “Profiting from Technological Innovation: Implications for Integration, Collaboration, Licensing and Public Policy,” Research Policy, 15(6), 285–305.

    Article  Google Scholar 

  • Teece, David J. (1988), “Technological Change and the Nature of the Firm,” in G. Dosi, C. Freeman, R. Nelson, G. Silverberg, and L. Soete (Eds.), Technical Change and Economic Theory, New York, NY: Columbia University Press, 256–281.

    Google Scholar 

  • Teece, David J. (1992), “Competition, Cooperation and Innovation: Organizational Arrangements for Regimes of Rapid Technological Progress,” Journal of Economic Behavior and Organization, 18(1), 1–25.

    Article  Google Scholar 

  • Teece, David J. (1996), “Firm Organization, Industrial Structure, and Technological Innovation,” Journal of Economic Behavior & Organization, 31, 193–224.

    Article  Google Scholar 

  • Teece, David J., Gary Pisano, and Amy Shuen (1997), “Dynamic Capabilities and Strategic Management,” Strategic Management Journal, 18(7), 509–533.

    Article  Google Scholar 

  • Terpstra, Vern, and Bernard L. Simonin (1993), “Strategic Alliances in the Triad,” Journal of International Marketing, 1(1), 4–25.

    Google Scholar 

  • Terpstra, Vern, and Chwo-Ming J. Yu (1990), “Piggybacking: A Quick Road to Internationalisation,” International Marketing Review, 7(4), 52–63.

    Article  Google Scholar 

  • Traitler, Helmut, and I. Sam Saguy (2009), “Creating Successful Innovation Partnerships,” Food Technology, 63, 23–35.

    Google Scholar 

  • Tushman, Michael L., and Charles A. O’Reilly (1996), “Ambidextrous Organizations,” California Management Review, 38(4), 8–30.

    Article  Google Scholar 

  • Un, C. Annique, Alvaro Cuervo-Cazurra, and Kazuhiro Asakawa (2010), “R&D Collaborations and Product Innovation,” Journal of Product Innovation Management, 27(5), 673–689.

    Article  Google Scholar 

  • Van den Bulte, Christophe, and Rudy K. Moenaert (1998), “The Effects of R&D Team Co-Location on Communication Patterns among R&D, Marketing, and Manufacturing,” Management Science, 44(11), S1–S18.

    Article  Google Scholar 

  • Vosgerau, Joachim, Erin Anderson, and William T. Ross, Jr. (2008), “Can Inaccurate Perceptions in Business-to-Business (B2B) Relationships Be Beneficial?,” Marketing Science, 27(2), 205–224.

    Article  Google Scholar 

  • Walker, Gordon, and David Weber (1984), “A Transaction Cost Approach to Make-or-Buy Decisions,” Administrative Science Quarterly, 29(3), 373–392.

    Article  Google Scholar 

  • Wathne, Kenneth H., and Jan B. Heide (2000), “Opportunism in Interfirm Relationships: Forms, Outcomes, and Solutions,” Journal of Marketing, 64(4), 36–51.

    Article  Google Scholar 

  • Williamson, Oliver E. (1975), Markets and Hierarchies, New York, NY: Free Press.

    Google Scholar 

  • Williamson, Oliver E. (1985), The Economic Institutions of Capitalism, New York, NY: Free Press.

    Google Scholar 

  • Williamson, Oliver E. (1991), “Comparative Economic Organization: The Analysis of Discrete Structural Alternatives,” Administrative Science Quarterly, 36(2), 269–296.

    Article  Google Scholar 

  • Wu, Brian (2014), Book Review for “Build, Borrow, or Buy: Solving the Growth Dilemma” (by Laurence Capron and Will Mitchell, Boston, MA: Harvard Business Review Press), Academy of Management Learning & Education, 13(1), 141–143.

    Google Scholar 

  • Wuyts, Stefan, Shantanu Dutta, and Stefan Stremersch (2004), “Portfolios of Interfirm Agreements in Technology-Intensive Markets: Consequences for Innovation and Profitability,” Journal of Marketing, 68(2), 88–100.

    Article  Google Scholar 

  • Zhao, Hongxin, Yadong Luo, and Taewon Suh (2004), “Transaction Cost Determinants and Ownership-Based Entry Mode Choice: A Meta-Analytical Review,” Journal of International Business Studies, 35(6), 524–544.

    Article  Google Scholar 

  • Ziedonis, Arvids A. (2007), “Real Options in Technology Licensing,” Management Science, 53(10), 1618–1633.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. INSEAD, Sorbonne Universités, France

    Hubert Gatignon

  2. Grenoble Ecole de Management, France

    David Gotteland & Christophe Haon

Authors
  1. Hubert Gatignon
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. David Gotteland
    View author publications

    You can also search for this author in PubMed Google Scholar

  3. Christophe Haon
    View author publications

    You can also search for this author in PubMed Google Scholar

Copyright information

© 2016 Hubert Gatignon, David Gotteland and Christophe Haon

About this chapter

Cite this chapter

Gatignon, H., Gotteland, D., Haon, C. (2016). When to Forge Alliances?. In: Making Innovation Last: Volume 1. Palgrave Macmillan, London. https://doi.org/10.1007/978-1-137-56098-8_6

Download citation

Publish with us

Policies and ethics

Search

Navigation