In this study, findings of three case studies conducted on the strategic alliance key issues are reported. Interviews were conducted to explore the feasibility of the authors’ conceptual framework and subsequently its validation. This paper aims to provide an in-depth understanding of the nature, formation and survival of strategic alliances. It was found that the intention to seek complementar...

This paper develops a conceptual model, based on a structural equation approach, for empirically investigating the role played by relational embeddedness in the process of creation of synergies of knowledge related capabilities in international strategic alliances. The theoretical model identifies an underlying latent construct; knowledge embeddedness and its antecedents: distance, which needs ...

Current m-commerce business models show that m-commerce depends on complex networks of business relationships, which often comprise telecommunications service providers, mobile device makers, banking industry, Internet search engine providers, and various third-party value-adding companies. Due to the nature of m-commerce, the key to success in m-commerce lies predominantly in managing a networ...

Biotechnology industry is well-known as a knowledge intensive industry and required relatively large financial support. As the demanding nature from both finance and knowledge/technology resources, biotech companies tend to strategically collaborate with others for product development and marketing. Therefore, a growing need of strategic alliance was observed in biopharmaceutical industry of Ta...

There are two main streams of research related to alliance performance. From economic sociology perspective, relational capital is the dyadic factor determines alliance performance. Strong relational capital leads to good alliance performance. From organizational learning theory or competence-based theory perspective, alliance capability is the firm’s ability to achieve good alliance performanc...

Existing theories identify elements of a firm’s intangible value as possible reasons for alliance formation. However, the question of how firms come to know the extent of this intangible value is often not addressed. This study proposes that knowledge flows between organizations are the basis for identifying a partner firm’s intangible value. This research suggests that alliances which overlap ...

Departing from prior work that demonstrates the stickiness and stability of alliance networks resulting from embeddedness, we extend matching theory to study firms‟ withdrawal from alliances. Viewing alliance withdrawal as a result of firms‟ pursuit of more promising alternative partners – outside options – rather than failures in collaboration, we predict that a firm is more likely to withdraw...

Purpose – Strategic alliances have a variety of governance structures that can be broadly classified as joint ventures, minority equity alliances, and contractual alliances. This paper seeks to empirically examine the roles of four key determinants of governance structure choice, namely, joint R&D and joint marketing objectives, alliance management experience, and international partners. Design...

While previous research considering the emergence of strategic alliances has typically viewed their formation through a single theoretical lens, we suggest that multiple theoretical perspectives are needed to understand their complexity. This research conceptually integrates the resource-based view and institutional theory to assess variations in firm-level motivations to form strategic allianc...

Internationalization has accelerated the speed of knowledge generation and innovation. Thus, companies increasingly need to pool and create new resources by engaging in alliances with various partners. However, high failure rates of strategic alliances imply that the degree of a company’s collaboration success is related to the level of its alliance capability. While ”alliance capability” has l...