Alliance or Joint-Venture ? Decisions on Autonomy versus Dependence

Anne-Sophie Thelisson ()
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Anne-Sophie Thelisson: UR CONFLUENCE : Sciences et Humanités (EA 1598) - UCLy - UCLy (Lyon Catholic University), ESDES - ESDES, Lyon Business School - UCLy - UCLy - UCLy (Lyon Catholic University)

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Abstract: Strategic alliances play a key role in a company's growth strategy. They are an alternative to the organic option of creating a new company from scratch and a less risky option than conducting a merger or an acquisition. For five years, most recently in 2022, the results of PwC's 22nd Annual CEO Survey have shown that 40% of U.S. CEOs plan to enter into a new strategic alliance or joint venture to boost their company's growth or profitability in the coming year. These operations demand a high level of trust, collaboration and equitable risk-sharing, as well as autonomy granted to both firms. Through an in-depth case study, this study aims to reveal how an alliance was formed between two companies, navigating between entrepreneurial experience and the co-construction of a network to share a technological tool.

Keywords: Crowdsourcing; Data solution; Alliance network; Startup; Joint venture; Qualitative study; Strategic alliance; réseau d'alliance; startup; coentreprise; étude qualitative; alliance stratégique; solution de données (search for similar items in EconPapers)
Date: 2024-07
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Published in Journal of Business Strategy, 2024, 45 (5), pp.314-320. ⟨10.1108/JBS-05-2023-0087⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-05262090

DOI: 10.1108/JBS-05-2023-0087

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