A dynamic approach to the analysis of strategic alliances
The increasing trend in strategic alliance formation between major firms around the world, has prompted researchers from various disciplines to look at this phenomenon in great detail. In this paper, we review alternate approaches in the literature in this area. We then propose a non-linear dynamic approach to study the formation of competitive strategic alliances and contrast it with the traditional game-theoretic approach. The pros and cons of these two approaches are discussed with reference to a competitive alliance scenario. Dynamic models have significant managerial implications as they enable us to investigate 'if-then' type scenarios and project the impact of different strategies.
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Volume (Year): 4 (1995)
Issue (Month): 4 ()
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- Arvind Parkhe, 1991. "Interfirm Diversity, Organizational Learning, and Longevity in Global Strategic Alliances," Journal of International Business Studies, Palgrave Macmillan, vol. 22(4), pages 579-601, December.
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- Ordover, Janusz A & Willig, Robert D, 1985. "Antitrust for High-Technology Industries: Assessing Research Joint Ventures and Mergers," Journal of Law and Economics, University of Chicago Press, vol. 28(2), pages 311-33, May.
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