Patterns of strategic alliances between rival firms

Bernard Garrette () and Pierre Dussauge ()
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Bernard Garrette: GREGH - Groupement de Recherche et d'Etudes en Gestion à HEC - HEC Paris - Ecole des Hautes Etudes Commerciales - CNRS - Centre National de la Recherche Scientifique
Pierre Dussauge: GREGH - Groupement de Recherche et d'Etudes en Gestion à HEC - HEC Paris - Ecole des Hautes Etudes Commerciales - CNRS - Centre National de la Recherche Scientifique

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Abstract: This article describes the results of a research project which examined 171 alliances set up by competing firms in an international context. It presents an empirically-based taxonomy of such alliances constructed on the basis of a set of variables chosen for their demonstrated or assumed influence on the evolution and outcomes of strategic partnerships. Three contrasted types of alliances are identified: quasi-concentration alliances, market penetration alliances and shared supply alliances. They differ according to two fundamental dimensions: their symmetrical or dissymmetrical nature and the way in which they alter competition. Legal structure, often emphasized in previous research on the subject, does not emerge as a strongly discriminating factor. Hypotheses on the likely evolution and outcomes of each type of alliance are derived from the taxonomy

Keywords: alliance; cooperation; interfirm collaboration; competition; globalization; taxonomy; configurations (search for similar items in EconPapers)
Date: 1995
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Citations: View citations in EconPapers (2)

Published in Group Decision and Negotiation, 1995, Vol.4, n° 5, pp. 429-452. ⟨10.1007/BF01384790⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-00458886

DOI: 10.1007/BF01384790

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