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Alliances With Competitors: How to Combine and Protect Key Resources?

Author

Listed:
  • Bernard Garrette

    (GREGH - Groupement de Recherche et d'Etudes en Gestion à HEC - HEC Paris - Ecole des Hautes Etudes Commerciales - CNRS - Centre National de la Recherche Scientifique)

  • Pierre Dussauge

    (GREGH - Groupement de Recherche et d'Etudes en Gestion à HEC - HEC Paris - Ecole des Hautes Etudes Commerciales - CNRS - Centre National de la Recherche Scientifique)

  • W. Mitchell

Abstract

Our study addresses two main questions: First, what types of alliances do firms tend to create when combining different kinds of resources? Second, what governance mechanisms do firms set up to coordinate and protect resources when they use them for different alliances? We examine 227 alliances between competitors in Asia, North America, and Europe. We first identify two types of alliances: scale alliances in which the partner firms contribute similar resources, and link alliances in which the partners contribute complementary resources. We find that firms contributing R&D and production resources tend to form scale alliances, while firms contributing marketing resources tend to enter into link alliances. We also find that firms are more likely to choose stronger protection mechanisms for link alliances, which create greater appropriation risks, while they tend to seek higher levels of coordination in scale alliances.

Suggested Citation

  • Bernard Garrette & Pierre Dussauge & W. Mitchell, 2002. "Alliances With Competitors: How to Combine and Protect Key Resources?," Post-Print hal-00458761, HAL.
    • Handle: RePEc:hal:journl:hal-00458761
    DOI: 10.1111/1467-8691.00253
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    Citations

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    Cited by:

    1. Chen, Yen-Chun & Lin, Ya-Hui & Li, Po-Chien & Chen, Chung-Jen, 2022. "Understanding the interplay between competitor and alliance orientations in product innovativeness: An integrative framework," Technological Forecasting and Social Change, Elsevier, vol. 175(C).
    2. Li, Dan, 2013. "Multilateral R&D alliances by new ventures," Journal of Business Venturing, Elsevier, vol. 28(2), pages 241-260.
    3. Wilfred Amaldoss & Richard Staelin, 2010. "Cross-Function and Same-Function Alliances: How Does Alliance Structure Affect the Behavior of Partnering Firms?," Management Science, INFORMS, vol. 56(2), pages 302-317, February.
    4. Castaner, X. & Mulotte, L. & Garrette, B. & Dussauge, P., 2013. "Governance mode vs. governance fit? : Performance implications of make-or-ally choices for product innovation in the worldwide aircraft industry, 1942-2000," Other publications TiSEM a5741dc4-b632-4fae-9632-8, Tilburg University, School of Economics and Management.
    5. Zhao, Jianyu & Wu, Guangdong & Xi, Xi & Na, Qi & Liu, Weiwei, 2018. "How collaborative innovation system in a knowledge-intensive competitive alliance evolves? An empirical study on China, Korea and Germany," Technological Forecasting and Social Change, Elsevier, vol. 137(C), pages 128-146.
    6. Müller, Dirk, 2010. "Alliance Coordination, Dysfunctions, and the Protection of Idiosyncratic Knowledge in Strategic Learning Alliances," EconStor Preprints 41039, ZBW - Leibniz Information Centre for Economics.
    7. Jongkuk Lee & Glenn Hoetker & William Qualls, 2015. "Alliance Experience and Governance Flexibility," Organization Science, INFORMS, vol. 26(5), pages 1536-1551, October.
    8. Wilfred Amaldoss & Amnon Rapoport, 2005. "Collaborative Product and Market Development: Theoretical Implications and Experimental Evidence," Marketing Science, INFORMS, vol. 24(3), pages 396-414, February.
    9. Thuy Seran & Sea Matilda Bez, 2019. "Managing Open-Innovation between Competitors: A Project-Level Approach," Post-Print hal-02427680, HAL.
    10. Ashton Hawk & Jeffrey J. Reuer & Andrew Garofolo, 2021. "The Impact of Firm Speed Capabilities on the Decision to Partner or Go It Alone," Strategy Science, INFORMS, vol. 6(3), pages 191-208, September.
    11. Stefano Elia & Rajneesh Narula & Silvia Massini, 2015. "Disentangling the Role of Modularity and Bandwidth in Entry Mode Choice: The Case of Business Services Offshoring," John H Dunning Centre for International Business Discussion Papers jhd-dp2015-06, Henley Business School, University of Reading.
    12. Céline Bérard & Marie Perez, 2014. "Alliance Dynamics through Real Options: The Case of an Alliance between Competing Pharmaceutical Companies," Post-Print hal-04010373, HAL.
    13. Bérard, Céline & Perez, Marie, 2014. "Alliance dynamics through real options: The case of an alliance between competing pharmaceutical companies," European Management Journal, Elsevier, vol. 32(2), pages 337-349.
    14. G. J. (Joost) Rietveld, 2011. "Profiting from Digitally Distributed Cultural Products: The Case of Content Producers in the Video Games Industry," Chapters, in: Killian J. McCarthy & Maya Fiolet & Wilfred Dolfsma (ed.), The Nature of the New Firm, chapter 5, Edward Elgar Publishing.
    15. Xavier Castañer & Louis Mulotte & Bernard Garrette & Pierre Dussauge, 2014. "Governance mode vs. governance fit: Performance implications of make‐or‐ally choices for product innovation in the worldwide aircraft industry, 1942–2000," Strategic Management Journal, Wiley Blackwell, vol. 35(9), pages 1386-1397, September.
    16. Gwenaëlle Nogatchewsky & Carole Donada, 2005. "Dépendance asymétrique dans les alliances verticales : comment un client vassal contrôle-t-il ses fournisseurs ?," Post-Print halshs-00143130, HAL.

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