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Longevity of strategic alliances between competitors: A dynamic value creation approach

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  • Ariño, Africa

    ()
    (IESE Business School)

  • García-Canal, Esteban

    (Universidad de Oviedo)

  • Valdes, Ana

    (Universidad de Oviedo)

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    Abstract

    Strategic alliances (SAs) present both a high value creation potential as well as entailing high management costs. Research on SA duration has generally focused on factors that affect management costs. The underlying logic in these papers is that factors that increase management costs reduce the likelihood of SA survival and, therefore, SA longevity. The basic assumption is that these factors do not affect the rent-generating potential of the SA. However, we argue that certain factors that increase management costs also increase the rent-generating potential. In particular, this is the case in SAs between competitors. This view complements that of SAs between competitors as learning races. The purpose of the present paper is to shed light on the question of how the fact that the partners in a SA are competitors affects the SA's chances of survival and its longevity.

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    File URL: http://www.iese.edu/research/pdfs/DI-0404-E.pdf
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    Bibliographic Info

    Paper provided by IESE Business School in its series IESE Research Papers with number D/404.

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    Length: 17 pages
    Date of creation: 03 Nov 1999
    Date of revision:
    Handle: RePEc:ebg:iesewp:d-0404

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    Postal: IESE Business School, Av Pearson 21, 08034 Barcelona, SPAIN
    Web page: http://www.iese.edu/
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    Related research

    Keywords: Strategic alliances; value creation;

    References

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    1. Bruce Kogut, 1991. "Joint Ventures and the Option to Expand and Acquire," Management Science, INFORMS, vol. 37(1), pages 19-33, January.
    2. Kogut, Bruce, 1989. "The Stability of Joint Ventures: Reciprocity and Competitive Rivalry," Journal of Industrial Economics, Wiley Blackwell, vol. 38(2), pages 183-98, December.
    3. Teece, David J., 1986. "Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy," Research Policy, Elsevier, vol. 15(6), pages 285-305, December.
    4. Harry G Barkema & Freek Vermeulen, 1997. "What Differences in the Cultural Backgrounds of Partners Are Detrimental for International Joint Ventures?," Journal of International Business Studies, Palgrave Macmillan, vol. 28(4), pages 845-864, December.
    5. Seung Ho Park & Michael V. Russo, 1996. "When Competition Eclipses Cooperation: An Event History Analysis of Joint Venture Failure," Management Science, INFORMS, vol. 42(6), pages 875-890, June.
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