Strategic Implications for (Non-Equity) Alliance Performance

Publication Type:
Journal Article
Long Range Planning, 2012, 45 (5/6), pp. 451 - 476
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Based on data from two separate cross-industry samples, we offer empirical support for a theoretic framework that explains an important set of antecedents to alliance performance. Our findings suggest that capability complementarity and investment in the alliance via their influence on the development of competitive capabilities as well as implementation effort, are important elements that ultimately affect the success of the partnership. Furthermore, our findings confirm that it is not only the generation of quasi-rents but the generation of Schumpeterian rents that have an impact on performance in non-equity alliances. This is seen in the relationship between alliance performance and the capacity of the alliance to change and innovate in a strategically flexible manner.
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