On the Dialectics of Strategic Alliances

Published Online:https://doi.org/10.1287/orsc.1030.0037

References

  • Achrol R. S., Scheer L. K., Stern L. W.Designing Successful Transorganizational Marketing Alliances (1990) (Marketing Science Institute, Cambridge, MA) Google Scholar
  • Arino A., De la Torre J. Learning from failure: Towards an evolutionary model of collaborative ventures. Organ. Sci. (1998) 9:306–325LinkGoogle Scholar
  • Benson J. K. The interorganizational network as a political economy. Admin. Sci. Quart. (1975) 20:229–249CrossrefGoogle Scholar
  • Benson J. K. Organizations: A dialectical view. Admin. Sci. Quart. (1977) 22:2–21CrossrefGoogle Scholar
  • Berlin I.Liberty (2002) (Oxford University Press, Oxford, U.K) CrossrefGoogle Scholar
  • Bouchikhi H. Living with and building on complexity: A constructivist perspective on organizations. Organ. (1998) 5(2):217–232Google Scholar
  • Cohen M. D., March J. G., Olsen J. P. A garbage can model of organizational choice. Admin. Sci. Quart. (1972) 17:1–25CrossrefGoogle Scholar
  • Das T. K., Teng B. Instabilities of strategic alliances: An internal tensions perspective. Organ. Sci. (2000) 11(1):77–101LinkGoogle Scholar
  • D'Aunno T. A., Zuckerman H. S. A life cycle model of organizational federations: The case of hospitals. Acad. Management Rev. (1987) 12:534–545Google Scholar
  • Deeds D. L., Hill C. W. L. An examination of opportunistic action within research alliances: Evidence from the biotechnology industry. J. Bus. Venturing (1998) 14:141–163CrossrefGoogle Scholar
  • de Rond M. Reviewer 198, the hedgehog and the fox: Next generation theories in strategy. J. Management Inquiry (2002) 11(1):35–45CrossrefGoogle Scholar
  • de Rond M.Strategic Alliances as Social Facts: Business, Biotechnology, and Intellectual History (2003) (Cambridge University Press, Cambridge, U.K) CrossrefGoogle Scholar
  • Doz Y. L. The evolution of cooperation in strategic alliances: Initial conditions or learning processes? Strategic Management J. (1996) 17:55–83CrossrefGoogle Scholar
  • Doz Y. L., Hamel G.Alliance Advantage: The Art of Creating Value Through Partnering (1998) (Harvard Business School Press, Boston, MA) Google Scholar
  • Forrest J. E., Martin M. J. C. Strategic alliances between large and small research intensive organizations: Experiences in the biotechnology industry. R&D Management (1992) 22(1):41–54CrossrefGoogle Scholar
  • Giddens A.The Constitution of Society (1984) (Polity Press, Cambridge, U.K) Google Scholar
  • Glaser B. G., Strauss A. L.The Discovery of Grounded Theory: Strategies for Qualitative Research (1967) (Aldine, Chicago, IL) Google Scholar
  • Gulati R. The dynamics of alliance formation. (1993) . Unpublished Ph.D. dissertation, Harvard University, Cambridge, MAGoogle Scholar
  • Gulati R. Social structure and alliance formation patterns: A longitudinal analysis. Admin. Sci. Quart. (1995a) 40:619–652CrossrefGoogle Scholar
  • Gulati R. Does familiarity breed trust? The implications of repeated ties for contractual choice in alliances. Acad. Management J. (1995b) 38(1):85–112CrossrefGoogle Scholar
  • Gulati R. Alliances and networks. Strategic Management J. (1998) 19(4):293–317CrossrefGoogle Scholar
  • Gulati R., Gargiulo M. The dynamic evolution of interorganizational networks. (1998) 1998 Acad. Management Conf.San Diego, CAGoogle Scholar
  • Gulati R., Zajac E., Faulkner D. O., de Rond M. The future of cooperative strategy. Cooperative Strategy: Economic, Business, and Organizational Issues (2000) (Oxford University Press, Oxford, U.K) 359–380Google Scholar
  • Higgin G.Porcupines: A Philosophical Anthology (1999) (Penguin, London, U.K) Google Scholar
  • Inkpen A. C., Beamish P. W. Knowledge, bargaining power, and the instability of international joint ventures. Acad. Management Rev. (1997) 22(1):177–202CrossrefGoogle Scholar
  • Kanter R. M. Collaborative advantage: The art of alliances. Harvard Bus. Rev. (1994) 72(4):96–108Google Scholar
  • King G., Keohane R. O., Verba S.Designing Social Inquiry: Scientific Inference in Qualitative Research (1994) (Princeton University Press, Princeton, NJ) CrossrefGoogle Scholar
  • Koza M. P., Lewin A. Y. The co-evolution of strategic alliances. Organ. Sci. (1998) 9:255–264LinkGoogle Scholar
  • Lear J.Aristotle: The Desire to Understand (1999) (Cambridge University Press, Cambridge, U.K) Google Scholar
  • March J. Exploration and exploitation in organizational learning. Organ. Sci. (1991) 2:71–87LinkGoogle Scholar
  • McKelvey B. Quasi-natural organizational science. Organ. Sci. (1997) 8(4):352–380LinkGoogle Scholar
  • Meyer M.Performance Measurement (2003) (Cambridge University Press, Cambridge, U.K) Google Scholar
  • Miles M. B., Huberman A. M.Qualitative Data Analysis (1994) (Sage, London, U.K) Google Scholar
  • Murray E. A., Mahon J. F. Strategic alliances: Gateway to the new Europe? Long Range Planning (1993) 26:102–111CrossrefGoogle Scholar
  • Parkhe A. Messy research, methodological predispositions, and theory development in international joint ventures. Acad. Management Rev. (1993) 18:227–268Google Scholar
  • Pettigrew A. M. Context and action in the transformation of the firm. J. Management Stud. (1987) 24:649–670CrossrefGoogle Scholar
  • Powell W. W., Koput K. W., Smith-Doerr L. Interorganizational Interorganizational collaboration and the locus of innovation: Networks of learning in biotechnology. Admin. Sci. Quart. (1996) 41:116–145CrossrefGoogle Scholar
  • Ring P. S., Van de Ven A. H. Developmental processes of cooperative interorganisational relationships. Acad. Management Rev. (1994) 19:90–118Google Scholar
  • Reuer J. J., Zollo M., Singh H. Post-formation dynamics in strategic alliances. Strategic Management J. (2002) 23(2):135–152CrossrefGoogle Scholar
  • Salk J., Shenkar O. Social identities in an international joint venture: An exploratory case study. Organ. Sci. (2001) 12(2):161–178LinkGoogle Scholar
  • Sapienza A. M., Stork D.Leading Biotechnology Alliances: Right from the Start (2001) (John Wiley & Sons, New York) Google Scholar
  • Schifrin M. Partner or perish. Forbes (2001) 167(12):26–28Google Scholar
  • Shenkar O., Yan A. Failure as a consequence of partner politics: Learning from the life and death of an international cooperative venture. Human Relations (2002) 55(5):565–601CrossrefGoogle Scholar
  • Shortell S. M., Zajac E. J. Internal corporate joint ventures: Development processes and performance outcomes. Strategic Management J. (1988) 9:527–542CrossrefGoogle Scholar
  • Tarnas R.Passion of the Western Mind: Understanding the Ideas that Have Shaped Our Worldview (1993) (Ballantine Books, New York) Google Scholar
  • Tripsas M., Gavetti G. Capabilities, cognition, and inertia: Evidence from digital imaging. Strategic Management J. (2000) 21:1147–1161CrossrefGoogle Scholar
  • Turpin D. Strategic alliances with Japanese firms: Myths and realities. Long Range Planning (1993) 26(5):11–16CrossrefGoogle Scholar
  • Van de Ven A. H., Poole M. S. Explaining development and change in organizations. Acad. Management Rev. (1995) 20:510–540CrossrefGoogle Scholar
  • Van Maanen J.Tales of the Field. On Writing Ethnography (1988) (University of Chicago Press, Chicago, IL) Google Scholar
  • Werth B.The Billion Dollar Molecule: One Company's Quest for the Perfect Drug (1994) (Touchstone, New York) Google Scholar
  • Yin R. K.Case Study Research: Design and Methods (1994) 2nd ed.(Sage Publications, London, U.K) Google Scholar
  • Zajac E. J. Commentary on “Alliances and Networks” by R. Gulati. Strategic Management J. (1998) 19:319–321CrossrefGoogle Scholar
  • Zajac E. J., Olsen C. P. From transaction cost to transactional value analysis: Implications for the study of interorganizational strategies. J. Management Stud. (1993) 30(1):131–145CrossrefGoogle Scholar
  • Zeitz G. Interorganizational dialectics. Admin. Sci. Quart. (1980) 25:72–88CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.