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Alliance or Joint-Venture ? Decisions on Autonomy versus Dependence

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  • Anne-Sophie Thelisson

    (UR CONFLUENCE : Sciences et Humanités (EA 1598) - UCLy - UCLy (Lyon Catholic University), ESDES - ESDES, Lyon Business School - UCLy - UCLy - UCLy (Lyon Catholic University))

Abstract

Strategic alliances play a key role in a company's growth strategy. They are an alternative to the organic option of creating a new company from scratch and a less risky option than conducting a merger or an acquisition. For five years, most recently in 2022, the results of PwC's 22nd Annual CEO Survey have shown that 40% of U.S. CEOs plan to enter into a new strategic alliance or joint venture to boost their company's growth or profitability in the coming year. These operations demand a high level of trust, collaboration and equitable risk-sharing, as well as autonomy granted to both firms. Through an in-depth case study, this study aims to reveal how an alliance was formed between two companies, navigating between entrepreneurial experience and the co-construction of a network to share a technological tool.

Suggested Citation

  • Anne-Sophie Thelisson, 2024. "Alliance or Joint-Venture ? Decisions on Autonomy versus Dependence," Post-Print hal-05262090, HAL.
    • Handle: RePEc:hal:journl:hal-05262090
    DOI: 10.1108/JBS-05-2023-0087
    as

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