 IntroductionKoen H. Heimeriks Chapter 1 in Developing Alliance Capabilities, 2008, pp 1-16 from Palgrave Macmillan Abstract: Abstract In their struggle to adapt successfully to the rapidly changing environment, many firms increasingly rely on strategic alliances as an expedient to overcome resource limitations, crack new markets, share costs or to provide platforms to remain strategically flexible. Strategic alliances (hereafter referred to as ‘alliances’) are defined as temporary cooperative agreements in which two or more firms share reciprocal inputs to realize improved competitive positions for the partners involved, while maintaining their own corporate identities. Both the number of newly established strategic alliances per year (Hergert and Morris, 1988; Narula and Hagedoorn, 1999) and the percentage of revenues that stem from strategic alliances (Harbison and Pekar, 1998b; Margulis and Pekar, 2001) have increased significantly in recent years. However, scholars and practitioners alike have pointed at the poor track record of alliances that over time continue to report high failure rates, ranging from 40 to 60 per cent (see for an overview Duysters et al., 1999a). Keywords: Strategic Alliance; Alliance Experience; Alliance Activity; Alliance Performance; Central Research Question (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-59404-3_1 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
Is your work missing from RePEc? Here is how to contribute.
Questions or problems? Check the EconPapers FAQ or send mail to .
EconPapers is hosted by the
School of Business at Örebro University.