Please use this identifier to cite or link to this item: https://doi.org/10.1111/j.1467-6486.2009.00844.x
Title: Do firms learn from alliance terminations? An empirical examination
Authors: Pangarkar, N. 
Issue Date: 2009
Source: Pangarkar, N. (2009). Do firms learn from alliance terminations? An empirical examination. Journal of Management Studies 46 (6) : 982-1004. ScholarBank@NUS Repository. https://doi.org/10.1111/j.1467-6486.2009.00844.x
Abstract: In this paper, drawing from the learning from failure perspective, we argue that firms that have experienced prior terminations are less likely to have their future alliance terminated. Our key argument is that prior terminations will enable firms to design better alliances and adopt more appropriate alliance management strategies to avoid future terminations. We also suggest a more nuanced view of learning by hypothesizing that termination experience will mediate the relationship between alliance formation experience and likelihood of termination. We used the case-control methodology to select a sample of 198 alliances (consisting of 99 terminations and an equal number of surviving alliances) from the global biotechnology industry, and deployed logistic regression analysis to test the hypotheses in a multivariate setting. Our analysis strongly supports both hypotheses. © 2009 Blackwell Publishing Ltd.
Source Title: Journal of Management Studies
URI: http://scholarbank.nus.edu.sg/handle/10635/44340
ISSN: 00222380
DOI: 10.1111/j.1467-6486.2009.00844.x
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