Strategic alliances and the rate of new product development: an empirical study of entrepreneurial biotechnology firms

Article Abstract:

Strategic alliances are claimed to be used by high-technology firms to acquire the complementary assets needed to develop new products. The number of output of new products over a certain period depends on the number of alliances the firm enters into. However, the firm's capability to manage strategic alliances and the benefits from them are significantly dependent on the number of alliances at some point. Diminishing returns of the benefits derived occurs past some point. This is tested on 132 US biotechnology firms.

Biochemistry, Research and Development in the Physical, Engineering, and Life Sciences, Biological Product (except Diagnostic) Manufacturing, Biological Products, Research

---

An examination of the investments in U.S. biotechnology firms by foreign and domestic corporate partners

Article Abstract:

The significance of location of startup biotechnology companies, in attracting domestic and foreign alliance capital, is examined.

Financial management, Organizational history, Securities issued, listed, Company investment, Investments, Foreign corporations, Securities, Location, Company securities

---

Alliance type, alliance experience and alliance management capability in high-technology ventures

Article Abstract:

The impact of alliance strategies of biotechnology companies on product development is examined.

Product development, Methods, Cooperative agreement for product development

Similar abstracts:

• Abstracts: The front end of new product development: a Canadian survey. The use and importance of external sources of knowledge in the software development process
• Abstracts: Positioning the executive MBA product: Let's not forget the requirements of the corporate market. How well are business schools managing their brands? A research note
• Abstracts: The influence of team knowledge and formal plans on episodic team process-performance relationships. A social capital model of high-growth ventures
• Abstracts: Staying within the flock. Six Sigma cup: establishing ground rules for successful Six Sigma deployment. Trading places

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.