A RESOURCE-BASED VIEW OF ALLIANCES: THE CASE OF THE HANDHELD COMPUTER INDUSTRY

Tim Minshall ()
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Tim Minshall: Institute for Manufacturing, University of Cambridge, Mill Lane, Cambridge, CB2 1RX, United Kingdom;

International Journal of Innovation Management (ijim), 1999, vol. 03, issue 02, 159-183

Abstract: Strategic alliances are a common feature of uncertain competitive environments driven by fast-changing technologies. However, research also reveals that firms find strategic alliances frequently to be more expensive, less efficient and more difficult to manage than anticipated. Alliances based around emerging technologies can suffer higher failure rates and incur greater costs than the formation of a new business venture. This paper uses a resource-based perspective to examine the variety of roles that, despite the problems they present, alliances have played in the strategies of three firms competing within the rapidly evolving handheld computer industry.The paper concludes by presenting a view that the ability of a firm to set up and manage strategic alliances can be considered as a distinct organisational capability for firms seeking to compete in a fast changing competitive environment driven by emerging technologies, and indicates possible directions for future research in this area.

Keywords: Strategic alliances; resource-based perspective; handheld computers (search for similar items in EconPapers)
Date: 1999
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DOI: 10.1142/S1363919699000086

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