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Understanding the rationale of strategic technology partnering: Interorganizational modes of cooperation and sectoral differences

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  • John Hagedoorn

Abstract

Interfirm strategic alliances appear to have become more important as a part of (international) business. In this contribution an attempt is made to clarify our understanding of the motives that lead firms to cooperate in their innovative efforts. Going beyond general theoretical statements and case studies, attention is paid to both sectoral differences in the motivation for partnerships as well as to contrasts in interorganizational features of technology cooperation. Based on a large sample of alliances the analysis reveals some major differences regarding the research orientation of contractual arrangements and organizationally complex alliances.

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  • John Hagedoorn, 1993. "Understanding the rationale of strategic technology partnering: Interorganizational modes of cooperation and sectoral differences," Strategic Management Journal, Wiley Blackwell, vol. 14(5), pages 371-385, July.
    • Handle: RePEc:bla:stratm:v:14:y:1993:i:5:p:371-385
    DOI: 10.1002/smj.4250140505
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