Longevity of strategic alliances between competitors: A dynamic value creation approach

Africa Ariño (), Esteban García-Canal and Ana Valdes
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Africa Ariño: IESE Business School, Postal: IESE Business School. Research Division, Av Pearson 21, 08034 Barcelona, SPAIN
Esteban García-Canal: Universidad de Oviedo
Ana Valdes: Universidad de Oviedo

No D/404, IESE Research Papers from IESE Business School

Abstract: Strategic alliances (SAs) present both a high value creation potential as well as entailing high management costs. Research on SA duration has generally focused on factors that affect management costs. The underlying logic in these papers is that factors that increase management costs reduce the likelihood of SA survival and, therefore, SA longevity. The basic assumption is that these factors do not affect the rent-generating potential of the SA. However, we argue that certain factors that increase management costs also increase the rent-generating potential. In particular, this is the case in SAs between competitors. This view complements that of SAs between competitors as learning races. The purpose of the present paper is to shed light on the question of how the fact that the partners in a SA are competitors affects the SA's chances of survival and its longevity.

Keywords: Strategic alliances; value creation (search for similar items in EconPapers)
Pages: 17 pages
Date: 1999-11-03
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Persistent link: https://EconPapers.repec.org/RePEc:ebg:iesewp:d-0404

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