The transition from strategic technology alliances to mergers and acquisitions: an exploratory study

Article Abstract:

This paper studies a number of research topics derived from the basic question: do interfirm alliances change into mergers and acquisitions as companies that were previously co-operating become integrated? The analysis is limited to the group of strategic technology alliances, i.e., those interfirm agreements for which joint technology development or technology sharing is part of the agreement. The paper first explores the literature that refers to the possible transition from strategic technology alliances to mergers and acquisitions. Based on this we formulate a number of hypotheses regarding the change in modes of governance and several dimensions of this process related to the international distribution of transformed alliances, their industry specificity, the size of firms, and the distribution of contractual and equity agreements. The major finding of our research is that the transformation from strategic technology alliance to merger and acquisition hardly ever takes place. This suggests that alliances and mergers and acquisitions are not part of a rather smooth continuum but they are first of all different modes of governance where one mode certainly does not lead to the other. (Reprinted by permission of the publisher.)

Acquisitions and mergers

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Strategic networks among small firms: implications for strategy research methodology

Article Abstract:

This paper deals with the choice of methodological approach within strategic network research. Network-oriented research approaches indicate a broader set of organizational and environmental variables. The issue of trust in network relations implicates contextual aspects such as the socio-cultural foundation of people's interaction. The striving toward more complex, multi-level models of strategy is seen to put a heavy burden on the development of adequate strategy research methods. The paper reports and interprets experience from a case study of inter-organizational exchange governance in small firms. The discussion suggests a need for more in-depth knowledge of cultural contexts, and of socio-economic relations of actors within strategic networks. The paper recommends a search for new methodological inputs from other academic disciplines more experienced with human interaction research. In particular, methodological tools founds within the field of social anthropology are recommended. (Reprinted by permission of the publisher.)

Methods, Small business, Social networks

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Strategic groups and inter-firm networks in international high-tech industries

Article Abstract:

The relationship between strategic groups and inter-firm networks in international high-technology industries is examined. Analysis reveals that partnering within strategic groups and cooperation across various groups are practiced within the high-tech sector. It is shown that strategic groups of diversified and technologically well-established firms make up the core of the overall strategic technology partnering network. These companies are usually globally oriented, have economies of scale and economies of scope, and are technologically well developed. These companies are preferred by not only other group members to be their partners but also other companies. However, strategic partnering with companies from other strategic groups of these highly diversified companies can be seen as an attempt on their part to establish leverage for their technological and economic performance.

Planning, High technology industry, Interorganizational relations

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