Asymmetric performance: the market share impact of scale and link alliances in the global auto industry

Bernard Garrette (), Pierre Dussauge () and W. Mitchell
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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 study investigates how participating in strategic alliances with rivals affects the relative competitive positions of the partner firms. The paper builds on studies that show significant differences in the outcomes of scale and link alliances. The study argues that the more asymmetric outcomes of link alliances translate into greater changes in the relative market shares of the partner firms, due to unbalanced opportunities for inter-partner learning and learning by doing. We find support for this argument by examining 135 alliances among competing firms in the global automobile industry, from 1966 to 1995

Keywords: strategic alliances; scale and link alliances; alliance outcomes; alliance performance; automobile industry (search for similar items in EconPapers)
Date: 2004-07-01
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Citations: View citations in EconPapers (23)

Published in Strategic Management Journal, 2004, Vol. 25, n° 7, pp. 701-711. ⟨10.1002/smj.416⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-00458748

DOI: 10.1002/smj.416

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