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. |
|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|
|Appears in Collections:||Staff Publications|
Show full item record
Files in This Item:
There are no files associated with this item.
checked on Jan 21, 2018
Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.