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Patterns of strategic alliances between rival firms

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)

Abstract

This article describes the results of a research project which examined 171 alliances set up by competing firms in an international context. It presents an empirically-based taxonomy of such alliances constructed on the basis of a set of variables chosen for their demonstrated or assumed influence on the evolution and outcomes of strategic partnerships. Three contrasted types of alliances are identified: quasi-concentration alliances, market penetration alliances and shared supply alliances. They differ according to two fundamental dimensions: their symmetrical or dissymmetrical nature and the way in which they alter competition. Legal structure, often emphasized in previous research on the subject, does not emerge as a strongly discriminating factor. Hypotheses on the likely evolution and outcomes of each type of alliance are derived from the taxonomy

Suggested Citation

  • Bernard Garrette & Pierre Dussauge, 1995. "Patterns of strategic alliances between rival firms," Post-Print hal-00458886, HAL.
    • Handle: RePEc:hal:journl:hal-00458886
    DOI: 10.1007/BF01384790
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    Cited by:

    1. Bouncken, Ricarda B. & Fredrich, Viktor, 2016. "Learning in coopetition: Alliance orientation, network size, and firm types," Journal of Business Research, Elsevier, vol. 69(5), pages 1753-1758.
    2. Soh, Pek Hooi, 1966- & Roberts, Edward Baer. & International Center for Research on the Management of Technology., 1998. "The patterns of interorganizational networks in the development of data communication technologies," Working papers 173-98, Massachusetts Institute of Technology (MIT), Sloan School of Management.

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