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Forming strategic alliances for asset development

Author

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  • Sørensen, Henrik B.
  • Reve, Torger

Abstract

This paper focuses on the formation stages of interfirm cooperation and adopts a processual approach. A four-step framework is suggested. The first step represents the decision of the focal company to cooperate or to protect its assets. The second step addresses the problem of choosing a development path. In the third step the focal company has to choose a partner or partners. The fourth step represents the decision about how companies should work together. The main idea underlying the four-step framework is to combine strategic, economic and social approaches when forming strategic alliances. More importantly, the study shows that cooperation between companies can comprise the unique assets of both parties and that ways can be found of protecting these assets while also including them in cooperative undertakings.

Suggested Citation

  • Sørensen, Henrik B. & Reve, Torger, 1998. "Forming strategic alliances for asset development," Scandinavian Journal of Management, Elsevier, vol. 14(3), pages 151-165, March.
    • Handle: RePEc:eee:scaman:v:14:y:1998:i:3:p:151-165
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    Citations

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    Cited by:

    1. Lara Bartocci Liboni & Luciana Cezarino & Adriana Cristina Ferreira Caldana & Omar Sacilotto Donaires, 2015. "Diagnosing Failure in an Organizational Strategic Alliance for New Product Development," Systems Research and Behavioral Science, Wiley Blackwell, vol. 32(6), pages 721-734, November.
    2. T. Vapola, 2011. "The laws of attraction: What attracts innovative start-up firms to partnerships with global MNCs?," Journal of International Entrepreneurship, Springer, vol. 9(1), pages 39-61, March.
    3. Pursey Heugens & Stelios Zyglidopoulos, 2008. "From social ties to embedded competencies: the case of business groups," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 12(4), pages 325-341, November.
    4. Kazeminia, Ali, 2021. "Unfolding the airbus’ strategic growth: A successful case," Scandinavian Journal of Management, Elsevier, vol. 37(1).
    5. Thorgren, Sara & Wincent, Joakim & Eriksson, Jessica, 2011. "Too small or too large to trust your partners in multipartner alliances? The role of effort in initiating generalized exchanges," Scandinavian Journal of Management, Elsevier, vol. 27(1), pages 99-112, March.
    6. Barbara Jankowska & Katarzyna Mroczek-Dąbrowska & Marian Gorynia & Marlena Dzikowska, 2016. "Are Firms in Corporate Groups More Resilient During an Economic Crisis? Evidence from the Manufacturing Sector in Poland," Journal of Entrepreneurship, Management and Innovation, Fundacja Upowszechniająca Wiedzę i Naukę "Cognitione", vol. 12(4), pages 5-28.
    7. Sánchez-González, Gloria & González-Álvarez, Nuria & Nieto, Mariano, 2009. "Sticky information and heterogeneous needs as determining factors of R&D cooperation with customers," Research Policy, Elsevier, vol. 38(10), pages 1590-1603, December.
    8. Álvarez, María José & González de la Fe, Pedro, 1998. "Strategic alliances and new product development: the cases of Rover and Seat," DEE - Working Papers. Business Economics. WB 6537, Universidad Carlos III de Madrid. Departamento de Economía de la Empresa.

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