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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

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.

Suggested Citation

  • Jing Zhang & Charles Baden‐Fuller, 2010. "The Influence of Technological Knowledge Base and Organizational Structure on Technology Collaboration," Journal of Management Studies, Wiley Blackwell, vol. 47(4), pages 679-704, June.
    • Handle: RePEc:bla:jomstd:v:47:y:2010:i:4:p:679-704
    DOI: 10.1111/j.1467-6486.2009.00885.x
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