Please use this identifier to cite or link to this item:
Title: The Impacts of Alliance Purpose and Partner Similarity on Alliance Governance
Authors: Pangarkar, N. 
Klein, S.
Issue Date: 2001
Source: Pangarkar, N.,Klein, S. (2001). The Impacts of Alliance Purpose and Partner Similarity on Alliance Governance. British Journal of Management 12 (4) : 341-353. ScholarBank@NUS Repository.
Abstract: It is generally recognized that the governance structure of an alliance has an impact on its probability of success. In this study, we examine the choice between two alternative alliance governance structures: equity and non-equity. Drawing from transaction cost economics, two sets of factors, namely alliance purpose (R&D or marketing) and cultural distance between partners, are hypothesized to influence the above choice. We further hypothesize that collaborative R&D alliances, where both parties contribute technical knowledge, are more likely to lead to the formation of equity alliances than non-collaborative research agreements, where only one partner may be doing the research work. Based on a sample of 2407 alliances formed in the global biotechnology industry, we find partial support for the hypothesized relationships. Specifically, we find that collaborative R&D alliances are more likely to be equity alliances, whereas non-collaborative R&D alliances do not have any impact on the choice of the governance form. We also find that alliances formed with a marketing purpose are less likely to be equity alliances. We did not find any relationship between cultural distance and the choice of equity alliances.
Source Title: British Journal of Management
ISSN: 10453172
Appears in Collections:Staff Publications

Show full item record
Files in This Item:
There are no files associated with this item.

Page view(s)

checked on Jan 21, 2018

Google ScholarTM


Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.