This study investigates the impact of 306 strategic alliances on the increment of firm value in the case of China. I apply the event study methodology using OLS market model to examine the abnormal returns of sample firms. The results show that the announcements of strategic alliance in China generate significant positive average abnormal return on the announcement date (0.96%) which reaches 1%...

In recent years, there are many theories and models such as transaction cost theory and the resource-based view have been proposed to explain the formation of strategic alliances. However, the perspectives are usually limited and incomplete. Additionally, the problem of resource allocation is also a serious issue when firms enter strategic alliances. The paper, here, proposes a holistic perspec...

From the knowledge-based view of the firm, we examined the relationship between internal R&D resources and technological alliances by data from 234 technology-based smalland medium-sized enterprises in Japan. We found: (1) the higher the internal R&D resources, the more non-equity-type alliances firms tended to pursue; (2) subjective factors such as entrepreneurial top management with overseas ...

With the development of software outsourcing industry, there is a growing trend to establish the software outsourcing alliances. Whether alliances’ profit distribution is reasonable affects directly and significantly alliances’ stability. This paper introduces the Shapley value method which is a common profit distribution method applicable to multiple people cooperation. Due to the weakness of ...

Successful companies in the information technology sector pursue alliances and acquisitions as a way to compete and grow. It is, however, not clear if these strategies work in all situations. In this study we look at 103 alliances in the packaged software industry over a period of four years (1999–2002). Combining the economic theory of complementarities with a concept that captures the relatio...

Departing from prior work that demonstrates the stickiness and stability of alliance networks resulting from embeddedness, we extend matching theory to study firms’ withdrawal from alliances. Viewing alliance withdrawal as a result of firms’ pursuit of more promising alternative partners – outside options – rather than failures in collaboration, we predict that a firm is more likely to withdraw...

Departing from prior work that demonstrates the stickiness and stability of alliance networks resulting from embeddedness, we extend matching theory to study firms‟ withdrawal from alliances. Viewing alliance withdrawal as a result of firms‟ pursuit of more promising alternative partners – outside options – rather than failures in collaboration, we predict that a firm is more likely to withdraw...

Considering knowledge management (KM) in alliances has become increasingly important regarding the key role of knowledge as an essential resource shared through collaboration. However, alliance partners always find it challenging to successfully manage the knowledge acquired by cooperation. In particular, small and medium‐sized enterprises (SMEs) that suffer from resource and expertise scarcity...

Received: 7 June 2007 Accepted: 10 September 2008 Abstract From the resource-based view, strategic alliances can be defined by a long-term cooperative arrangement between two or more independent firms that exchange and share resources to gain market power and competitive advantage. Since knowledge has become the critical element for firms to achieve competitive advantage, one goal of strategic ...

This paper examines interfirm knowledge transfers within strategic alliances. Using a new measure of changes in alliance partners' technological capabilities, based on the citation patterns of their patent portfolios. we analyze changes in the extent to which partner firms' technological resources 'overlap' as a result of alliance participation. This measure allows us to test hypothesesfrom the...