The Selection of Partners in Technological Alliances Projects
DOI:
https://doi.org/10.4067/S0718-27242013000300049Keywords:
strategic alliances, technology alliances, partnerships, cooperation, project managementAbstract
The study seeks to understand the factors for selecting partners in technology alliances prevailing in the Brazilian chemical industry. The data comes from two successive stages. Based on the theory of resource-based view (RBV), together with qualitative evidences from a previous study carried out in the Brazilian petrochemical leader (analyzing 20 technological alliances with different kind of partners, and encompassing diverse types of projects - incremental, platforms, radical and basic science), it was possible to identify domains in the exploitation-exploration continuum and generate the conceptual model and the derived research hypotheses to be tested in the quantitative research, using a websurvey for data collection in the Brazilian chemical industry. By using the techniques of Multinomial Logistic Regression and Binomial Logistic Regression, the study outlines a series of relationships determining the most important selection factors depending on the type of partner and type of project. Finally, implications are discussed.Downloads
References
ARCHIBUGI, D., Coco, A. (2004). International partnerships for knowledge in business academia: a comparison between Europe and the USA. Technovation, 24 (7), pp. 517–528.
ARIÑO, A., Abramov, M., Skorobogatykh, I., Rykounina, I., Vilá, J. (1997). Partner selection and trust building in West European-Russian joint ventures: A Western perspective. International Studies of Management and Organization, 27 (1), pp. 19-37.
ARORA, A., Gambardella, A. (1990). Complementary and external linkages: the strategies of large firms in biotechnology. Journal of Industrial Economics, n. 38, June, pp. 361–379.
BALACHANDRA, R., Friar, JH (1997). Factors for success in R&D projects and new product innovation: a contextual framework? IEEE Transactions on Engineering Management, 44 (3), pp. 276–287.
BIDAULT, F., Despres, C., Butler, C. (1998). The drivers of cooperation between buyers and suppliers for product innovation. Research Policy, 24, pp. 97–114.
BRUNO, M.A.C., Vasconcellos, E.P.G. (2003). Applying a management framework to three high-sharing technological alliances. Revista Finanza Marketing e Produzione. Itália: 2 (XXI), pp.107 - 126.
CASSIMAN, B.,Veugelers, R. (1998). R&D cooperation and spillovers: some empirical evidence. Universitat Pompeu Fabra, working paper, n. 328.
CHESBROUGH, H. (2003). Open Innovation: The New Imperative for Creating and Profiting from Technology. Harvard Business School, Boston, MA.
CLARK, K.B., Wheelright, S.C. (1993). Managing new product and process development: text and cases. New York: Maxwell Macmillan International, p.233-289.
DACIN, M.T., Hitt, MA, Levitas, E. (1997). Selecting Partners for Successful International Alliances: Examination of U.S. and Korean Firms. Journal of World Business, vol. 32, n.1, p. 3-16, 1997.
DEVLIN, G., Bleackley, M. (1988). Strategic alliances: – guidelines for success. Long Range Planning, 21(5), p.18-23.
EINSENHARDT, K.M., Schoonhoven, C.B. (1996). Resourced-based view of strategic alliance formation: strategic and social effects in entrepreneurial firms, Organization Science, 7(2), p. 136-150.
ELMUTI, D.Y., Kathawala, Y. (2001). An overview of strategic alliances. Management Decision, 39(3), p.205-217.
FRITSCH, M.; Lukas, R. (2001). Who co-operates on R&D? Research Policy, 30, pp.297–312.
GARCEZ, M. P, Sbragia, R., Kruglianskas, I. (2010). The Selection of Partners in Non-equity Bilateral Alliances – Some Qualitative Evidences from the Brazilian Petrochemical Leader. In: Proceedings of the PIMCET’10 Conference, Phuket, Thailand.
GARCEZ, M. P., Sbragia, R. (2011). On the Selection of Partners in Technological Alliances in the Brazilian Chemical Sector. In: Proceedings of the IAMOT 2011 Conference, Miami, USA.
GARCIA, C.Q., Velasco, C.B. (2004). Cooperation, competition and innovative capability: a panel data of European dedicated biotechnology firms. Technovation, 24(12), p. 927–938.
GERINGER, J.M. (1991). Strategic determinants of partner selection criteria in international joint ventures. Journal of International Business Studies, first quarter, 22(1), p. 41-62.
GERINGER, J.M., Frayne, C.A. (1993). The Joint Venture Partner Selection Process. In: LORANGE, P., Chakravarthy, B., Roos, J. et al. (Eds.) Implementing Strategic Processes: Change, Learning and Co-operation. Blackwell, p. 253-272.
GRANT, R., Bade-Fuller, C.A. (2004). A knowledge accessing theory of strategic alliances. Journal of Management Studies, 41(1), p.61–84.
JONASH, R.S., Sommerlatte, T. (1999). The Innovation Premium: How Next Generation Companies Are Achieving Peak Performance and Profitability. Perseus Books Group.
KOTABE, M., Swan, K.S. (1995). The role of strategic alliances in high-technology new product development. Strategic Management Journal, 16, p. 621–636.
KOZA, M.P., Lewin, A.Y. (2000). Managing partnerships and strategic alliances: raising the odds of success. European Management Journal, 16(2), p. 146-151.
LAVIE, D. (2006). The competitive advantage of interconnected firms: an extension of the resource-based view. Academy of Management Review, 31(3), p. 638–658.
LIKER, J.K., Kamth, R.R., Wasti, S.N., Nagamachi, M. (1996). Supplier involvement in automotive component design: are there really large US Japan differences? Research Policy, n. 25, p. 59–89.
LOWE, J., Taylor, P. (1998). R&D and technology purchase trough licence agreements: complementary strategies and complementary assets. R&D Management , 28(4), p. 263–278.
MEDCOF, J.W. (1997). Why too many alliances end in divorce. Long Range Planning, 30(5), p. 718-732.
MIOTTI, L., Sachwald, F. (2003). Co-operative R&D: why and with whom? An integrated framework of analysis. Research Policy, 32, p. 1481–1499.
NALEBUFF, B.J., Brandenburger, A. M. (1996). Co-opetição. Rocco, Rio de Janeiro.
PARK, N.K., Mezias, J.M., Song, J. (2004). A resource-based view of strategic alliances and firm value in the electronic marketplace. Journal of Management, 30(1), p. 7-27.
PMBOK. Project Management Institute. Um guia do conjunto de conhecimentos em gerenciamento de projetos (PMBOK® Guide). EUA: PMI, 2004.
POWELL, W.W., Kogut, K.W., Smith-Doerr, L. (1996). Interorganizational collaboration and the locus of innovation: networks of learning in biotechnology. Administrative Science Quarterly, 41.
ROBERTS, E. B., Berry, C. A. (1985). Entering new businesses – selecting strategies for success. MIT Sloan Management Review, Cambridge, MA, spring, p. 3-17.
ROMAN, M. (2009). Inter-organizational relationships in innovation processes: A microfoundations approach. Doctoral Dissertation, Helsinki University of Technology, Espoo, Finland.
SAKO, M. (1994). Supplier relationships and innovation. In: Dodgson, M and Rothwell, R (Eds.), The Handbook of Industrial Innovation, Edward Elgar, Cheltenham, UK.
SAVIOZ, P., Sannemann, E. (1999). The concept of the integrated innovation process. In: Proc. of the PIMCET'99, eds Kocaoglu, DF and Anderson, TR, Portland-USA.
SORENSEN, H.B., Reve, T. (1998). Forming strategic alliances for asset development. Scandinavian Journal of Management, 14(3), p. 151-165.
STARAPOLI, C. (1998). Cooperation in R&D in the pharmaceutical industry - the network as an organizational innovation governing technological innovation. Technovation, 18(1), p. 13-23.
TETHER, B.S. (2002). Who co-operates for innovation, and why. An empirical analysis. Research Policy, 31.
VERSPAGEN, B., Duysters, G. (2004). The small worlds of strategic technology alliances. Technovation, vol. 24, n. 7, p. 563–571.
Downloads
Additional Files
Published
How to Cite
Issue
Section
License
Copyright (c) 2013 Journal of Technology Management & Innovation
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
