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The Influence of Technological Knowledge Base and Organizational Structure on Technology Collaboration

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  • Jing Zhang
  • Charles Baden-Fuller
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    Abstract

    This study investigates how an incumbent company's internal characteristics influence its propensity to form learning alliances. A firm may be reluctant to enter a research alliance when it has deep knowledge in a certain technological field due to concerns about knowledge leakage and the low possibility of being able to learn much from collaboration. On the contrary, when the firm has a broad knowledge base, it may have high propensity to enter alliances due to more self-confidence in its ability to learn fast from partners. In addition, we argue that when a firm concentrates its R&D at a central location, this neutralizes the positive and negative influences of the two knowledge base features on alliance formation. We tested and found support for the hypotheses using a database of 1550 alliances undertaken by 78 large incumbent pharmaceutical, chemical, and agro-food companies active in the biotechnology sector during 1993-2002. Copyright (c) 2010 Blackwell Publishing Ltd and Society for the Advancement of Management Studies.

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    Bibliographic Info

    Article provided by Wiley Blackwell in its journal Journal of Management Studies.

    Volume (Year): 47 (2010)
    Issue (Month): 4 (06)
    Pages: 679-704

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    Handle: RePEc:bla:jomstd:v:47:y:2010:i:4:p:679-704

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    Cited by:
    1. Zhang, Junfeng & Wu, Wei-ping, 2013. "Social capital and new product development outcomes: The mediating role of sensing capability in Chinese high-tech firms," Journal of World Business, Elsevier, vol. 48(4), pages 539-548.
    2. Robertson, Paul L. & Casali, G.L. & Jacobson, David, 2012. "Managing open incremental process innovation: Absorptive Capacity and distributed learning," Research Policy, Elsevier, vol. 41(5), pages 822-832.

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