The ability of academic health centers (AHCs) to maintain their financial viability and mission in the face of revolutionary changes was broadly discussed during the last decade. Among the suggestions for protecting the future of AHCs was to form strategic alliances to further the missions of education, research, and service. Although the evidence indicates that 55% of strategic alliances fall ...

Management of the business-government relationship is critical for firm performance in regulated industries. In this paper, we predict a U-shaped between product complexity and time to approval by US Food Drug Administration (FDA). Moreover, argue that association contingent on types strategic alliances (i.e., R&D alliance, Marketing alliance) focal those help FDA pharmaceutical companies a...

This paper investigates the relationship between intercorporate technology alliances and firm performance. It argues that alliances are access relationships, and therefore that the advantages which a focal firm derives from a portfolio of strategic coalitions depend upon the resource profiles of its alliance partners. In particular, large firms and those that possess leading-edge technological ...

Nearly half of all strategic alliances fail (Park and Russo, 1996; Dyer et al., 2001), often because of opportunistic behavior by one party or the other. We use a tournament and simulation to study strategies in an iterated prisoner’s dilemma game with exit option to shed light on how a firm should react to an opportunistic partner. Our results indicate that a firm should give an alliance partn...

The globalization stimulates the revolution of market since 1980 in terms of politics, society, culture, technology, and economics. A firm may ally with others owing to strategic reasons and attempt to turn competitors to partners. This research proposes the following research questions: (1) can companies merely focus on service exchange and resource sharing? and (2) how to allocate the generat...

Using a sample of 106 organizations engaged in strategic alliances, we develop and test a framework of alliance-related organizational decision-making processes and their impact on alliance performance. With regard to direct effects, our results show a negative impact of decision-making recursiveness and no significant relationship for openness and procedural rationality. Acknowledging the impo...