How entrepreneurial firms can benefit from alliances with large partners

被引:294
作者
Alvarez, SA [1 ]
Barney, JB [1 ]
机构
[1] Ohio State Univ, Columbus, OH 43210 USA
来源
ACADEMY OF MANAGEMENT EXECUTIVE | 2001年 / 15卷 / 01期
关键词
D O I
10.5465/AME.2001.4251563
中图分类号
C93 [管理学];
学科分类号
12 ; 1201 ; 1202 ; 120202 ;
摘要
Alliances between entrepreneurial and large firms can create economic value. In many circumstances, however, much of that value is appropriated by the larger partner. In these situations, the performance and even long-term survival of entrepreneurial firms can be put at risk. This article describes the conditions under which the value created by alliances will be appropriated by the large firms, and describes actions that entrepreneurial firms can take to appropriate more of the value created by these alliances.
引用
收藏
页码:139 / 148
页数:10
相关论文
共 18 条
[1]  
[Anonymous], ACAD MANAGEMENT EXEC
[2]  
BARLEY SR, 1992, NETWORKS ORG
[3]  
Barney J.B., 1995, ACAD MANAGE EXEC, V9, P49, DOI DOI 10.5465/AME.1995.9512032192
[4]  
Barney J.B., 1986, ORG EC
[5]   TRUSTWORTHINESS AS A SOURCE OF COMPETITIVE ADVANTAGE [J].
BARNEY, JB ;
HANSEN, MH .
STRATEGIC MANAGEMENT JOURNAL, 1994, 15 :175-190
[6]  
COOPER AC, 1964, HARVARD BUS REV, V42, P75
[7]   An examination of opportunistic action within research alliances: Evidence from the biotechnology industry [J].
Deeds, DL ;
Hill, CWL .
JOURNAL OF BUSINESS VENTURING, 1999, 14 (02) :141-163
[8]  
FISHER L, 1995, ACAD MANAGEMENT EXEC, V9, P12
[9]  
FRANKEL M, 1999, BUSINESS WEEK 0906, P42
[10]   COMPETITION FOR COMPETENCE AND INTER-PARTNER LEARNING WITHIN INTERNATIONAL STRATEGIC ALLIANCES [J].
HAMEL, G .
STRATEGIC MANAGEMENT JOURNAL, 1991, 12 :83-103