Understanding the rationale of strategic technology partnering: interorganizational modes of cooperation and sectoral differences

Article Abstract:

An analysis of over 4,000 strategic technology alliances in several industries was performed to obtain an empirical understanding of the motivations that drive firms to take part in strategic technology cooperations, involving a combined innovative activity or an interchange of technology. Two broad categories of motives were identified: market- and technology-associated incentives. Sectoral differences were noted. Technology-related objectives tend to aggregate in strategic technology alliances in high technology industries while market-related motives are concentrated in partnerships in mature or consolidating sectors. Moreover, it was observed that a broad range of strategic technology cooperations, in several forms of partnering and compounds of various modes of collaboration, can be divided into a dichotomy of contractual and complex arrangements as basic modes.

Analysis, Industrial cooperation

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A note on international market leaders and networks of strategic technology partnering

Article Abstract:

The phenomenon of strategic alliances and interfirm R&D cooperation is examined. The exploratory study seeks answers to the questions of whether strategic technology partnerships result in the creation of stable networks of companies, and whether firms that are world market leaders also lead in interfirm collaboration. Results show the large international business enterprises do dominate the world of strategic partnering. Findings also indicate that strategic technology team-ups do not create nor are they influenced by a tight and inactive oligopolistic market structure. Evidence likewise suggests that the increase in the number of interfirm partnering in recent years has led to the formation of closer webs of partnering for many multinationals, but this development has had more impact on large companies than on smaller firms.

Management, Industrial research

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Networks in transition: how industry events (re)shape interfirm relationships

Article Abstract:

An evolutionary analysis of interfirm networks was performed to understand how and why such networks transform over time, and to clarify how managers can influence these networks. Interfirm networks are proposed to change in reaction to major industry developments that may either bolster or weaken the structure. To test this argument, this study analyzed and interpreted the shifts in the structure of the strategic alliance network in the worldwide steel industry from 1977 to 1993. Results supported the hypothesis. Furthermore, it was revealed that the structure-reinforcing or structure-loosening effects of industry events can be detected before the actual change. Implications and recommendations for further studies are discussed.

Iron and Steel Mills, Blast furnaces and steel mills, Steel Mill Products, Steel industry, Organizational change, Steel products, Industrial organization

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