The Experts below are selected from a list of 22155 Experts worldwide ranked by ideXlab platform
Gregory V Frazier - One of the best experts on this subject based on the ideXlab platform.
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Strategic Alliance via co opetition supply chain partnership with a competitor
2011Co-Authors: Jie Zhang, Gregory V FrazierAbstract:Why do two competitors form an Alliance yet still compete with each other in the marketplace? Consider Yahoo's recent Alliance with Microsoft to use its Bing search engine, yet both companies will compete with each other to sell search ads. In this paper we study dynamic Alliance formation among competing firms with a multi-period model. In each period, there is a two-stage game of co-opetition. In Stage 1, two competing firms decide on forming a partnership by negotiating a contractual agreement; and in Stage 2, all firms in the market engage in price competition. We formulate the economic incentives and costs of the cooperation, propose the optimal contract and discuss the reasons for a temporary co-opetition and a delayed co-opetition. The results of the paper shed light on firms' Strategic decision on co-opetition and provide implications to public policy makers.
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Strategic Alliance via co opetition supply chain partnership with a competitor
2010Co-Authors: Jie Zhang, Gregory V FrazierAbstract:This paper conducts a formal analysis of the incentive and potential cost of the cooperation between competing firms with different goals by negotiating a contract agreement. We use a game-theoretical model to study the impact of co-opetition activities on market competitiveness and the economic incentives for starting.
Vincent Mangematin - One of the best experts on this subject based on the ideXlab platform.
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Technological Knowledge Base, R&D Organization Structure and Alliance Formation: Evidence from the Biopharmaceutical Industry
2007Co-Authors: Jing Zhang, Charles Baden-fuller, Vincent MangematinAbstract:We explore how an incumbent firm's internal knowledge and organization structure influences its Strategic Alliance formation. We propose that the firm's knowledge breadth and the centrality of its R&D organization structure positively influence its absorptive capacity, and consequently, its propensity to form Strategic Alliances. We also argue that the centrality of the R&D organization structure may be a substitute for the breadth of the knowledge base. We validate our ideas using data on 2647 Strategic Alliances formed over the period of 1993–2002 by 43 major biopharmaceutical firms in the U.S. and Europe. Our discussion focuses on the application of the knowledge-based view of the firm to Strategic Alliance research. The implications for public policy in the biopharmaceutical industry are also emphasized.
Africa Arino - One of the best experts on this subject based on the ideXlab platform.
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Strategic Alliance contracts dimensions and determinants of contractual complexity
2007Co-Authors: Jeffrey J Reuer, Africa ArinoAbstract:In contrast to prior studies examining Strategic Alliances as discrete governance structures (e.g., Alliances vs. MA rather, repeat collaborators are less likely to adopt contractual provisions that are informational in nature and are geared to the coordination of the Alliance. Copyright © 2007 John Wiley & Sons, Ltd.
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designing and renegotiating Strategic Alliance contracts
2004Co-Authors: Africa Arino, Jeffrey J ReuerAbstract:Executive Overview Research on Strategic Alliances structuring has been dominated by a concern for the choice between equity or non-equity agreements. However, little attention has been paid to other structuring aspects, such as the choice of the contractual provisions that will regulate the relationship. Contract design is an essential part of Alliance structuring, and contract renegotiation may become a key element of successful Alliance adaptation. Designing and renegotiating complex contracts entail costs that are worth bearing when contractual safeguards reduce the costs and performance losses that stem from exchange risks. In this article, we identify some important conditions under which contract complexity and contract renegotiation are worth the costs they involve. We offer recommendations for executives concerned with designing Alliance contracts.
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measures of Strategic Alliance performance an analysis of construct validity
2003Co-Authors: Africa ArinoAbstract:This study evaluates the construct validity of measures of the performance of Strategic Alliances in 34 equity Strategic Alliances (SAs) and 45 contractual SAs. We discuss the content validity of existing measures in the light of current concepts of SA performance. Empirical results show that the fulfilment of Strategic goals, and other organizational effectiveness measures of SA performance – such as overall performance satisfaction and net spillover effects – capture different underlying factors. The latter two measures display convergent validity. The results also support the discriminant validity of these two measures with respect to contractual changes and survival, but not with respect to longevity. Building on our findings, we propose an expanded definition of SA performance that considers both outcome and process performance.
Edward J Zajac - One of the best experts on this subject based on the ideXlab platform.
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Strategic Alliance structures an organization design perspective
2016Co-Authors: Sascha Albers, Franz Wohlgezogen, Edward J ZajacAbstract:While Strategic Alliances have emerged in recent years as common and important structural vehicles for business development, surprisingly little is known about how collaborative activities are organized and administered within these governance structures. We see classic organizational scholarship as useful insofar as it both provides clear classifications that distinguish alternative intraorganizational designs and explicates how they affect the inner workings of organizations. Existing Alliance classification schemes based on type of collaborative activity, partner characteristics, or legal structure, on the other hand, rarely delineate important differences of how collaborative work is organized among partners. We seek to redress this shortcoming by developing a framework of Alliance structural parameters based on classic organizational design considerations. Specifically we identify and discuss five key design parameters for Alliances: the structural interface between partners, the structural “intrafac...
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Strategic Alliance structures an organization design perspective
2016Co-Authors: Sascha Albers, Franz Wohlgezogen, Edward J ZajacAbstract:While Strategic Alliances have emerged in recent years as common and important structural vehicles for business development, surprisingly little is known about how collaborative activities are organized and administered within these governance structures. We see classic organizational scholarship as useful insofar as it both provides clear classifications that distinguish alternative intraorganizational designs and explicates how they affect the inner workings of organizations. Existing Alliance classification schemes based on type of collaborative activity, partner characteristics, or legal structure, on the other hand, rarely delineate important differences of how collaborative work is organized among partners. We seek to redress this shortcoming by developing a framework of Alliance structural parameters based on classic organizational design considerations. Specifically we identify and discuss five key design parameters for Alliances: the structural interface between partners, the structural “intrafac...
Jie Zhang - One of the best experts on this subject based on the ideXlab platform.
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Strategic Alliance via co opetition supply chain partnership with a competitor
2011Co-Authors: Jie Zhang, Gregory V FrazierAbstract:Why do two competitors form an Alliance yet still compete with each other in the marketplace? Consider Yahoo's recent Alliance with Microsoft to use its Bing search engine, yet both companies will compete with each other to sell search ads. In this paper we study dynamic Alliance formation among competing firms with a multi-period model. In each period, there is a two-stage game of co-opetition. In Stage 1, two competing firms decide on forming a partnership by negotiating a contractual agreement; and in Stage 2, all firms in the market engage in price competition. We formulate the economic incentives and costs of the cooperation, propose the optimal contract and discuss the reasons for a temporary co-opetition and a delayed co-opetition. The results of the paper shed light on firms' Strategic decision on co-opetition and provide implications to public policy makers.
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Strategic Alliance via co opetition supply chain partnership with a competitor
2010Co-Authors: Jie Zhang, Gregory V FrazierAbstract:This paper conducts a formal analysis of the incentive and potential cost of the cooperation between competing firms with different goals by negotiating a contract agreement. We use a game-theoretical model to study the impact of co-opetition activities on market competitiveness and the economic incentives for starting.
