The effect of reputation on the decision to joint venture

Article Abstract:

A study is conducted to determine the relationship between a company's reputation and the decision to participate in a strategic alliance. A model of alliance formation that considers the reputation of the target company is developed and tested. It combines three components: the direct impact of reputation, the status of the alliance partner as a supplier or a rival, and the individual characteristics of the decision maker. The results of the study suggest that corporate reputation is a multidimensional contract, that product and managerial reputation have a strong influence on the decision to joint venture, and that the effect of reputation may be moderated by the decision-maker's information-processing characteristics. Findings also indicate that reputation affects joint venture decisions regardless of the status of the target company as a supplier or competitor.

Joint ventures, Corporate image

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Heterogeneity of firm capabilities and cooperative research and development: an empirical examination of motives

Article Abstract:

Cost-sharing and skill-sharing are two different motives that compel R&D consortia to participate in cooperative research. A study examined how these two motives are related to the differences in the capabilities of the firms involved and in the structure of the competition. This research analyzed 398 questionnaire responses supplied by members of Japanese government-supported R&D consortia. Findings revealed that the cost-sharing motive becomes more pronounced when the capabilities of participating firms are homogenous or projects are huge. In contrast, the skill-sharing motive becomes greater when heterogeneous capabilities are present. Furthermore, an increase in skill-sharing motive was found to boost the R&D spending of a firm.

Analysis, Industrial research, Industrial cooperation

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Alliance form: a test of the contractual and competence perspectives

Article Abstract:

The organizational form of 271 alliances in information technology industries were analyzed to find the factors that influence firm's choice of the organizational form of strategic alliances. Both the contractual and the competence perspectives provide valuable complementary insights into the determinants of alliance form.

Science & research, Case studies, Computer services industry, Information technology services industry, Affiliated corporations

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