Learning from competing partners: outcomes and durations of scale and link alliances in Europe, North America and Asia

By Pierre Dussauge, Bernard Garrette, Will Mitchell. 2000

991 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/3f87927804c59e84a77976ad641eaf07d094263c

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In Management Information Systems

In Strategy and Management

Citations in the corpus

When do firms undertake R&D by investing in new ventures? (2003, background): “The alliance literature has found that innovative alliance partners may provide important learning benefits to firms (Hagedoorn and Schakenraad, 1994; Dussauge, Garrette, and Mitchell, 2000; Stuart, 2000; Rothaermal, 2001).”
Cross-Sector Alliance Learning and Effectiveness of Voluntary Codes of Corporate Social Responsibility (2006, background): “uch of the existing literature on inter-organizational learning in alliances and the benefits that accrue from it has focused attention on the business sector ( Dussauge, Garrette, and Mitchell 2000; Lane and Lubatkin 1998; Lane, Salk, and Lyles 2001; Lyles and Dhanaraj 2003).”
Horizontal and Vertical Relationships in Developing Economies: Implications for SMEs' Access to Global Markets (2008, background): “, the seller delivers core inputs late, or of low quality, or the buyer bargains for price reductions after the seller has made specific investments), parties can benefit from social norms and commitments that mitigate those hazards, reduce transaction costs, and increase exchange efficiencies (Dyer”
Exploration and Exploitation Alliances in Biotechnology: A System of New Product Development (2004, background): “Prior research has argued that learning alliances allow firms to increase the speed of capability development and minimize uncertainty by acquiring and exploiting knowledge developed by others (Grant and Baden-Fuller, 1995; Lane and Lubatkin, 1998; Dussauge, Garrette, and Mitchell, 2000).”
Partnering strategies and performance of SMEs' international joint ventures (2006, background): “Although there is a mounting body of research on the outcome of international joint ventures, the focus of prior studies tends to be on IJVs established by large firms with little attention to SMEs’ IJVs (e.g., Dussauge et al., 2000; Hennart et al., 1998).”
The Relative Importance of Interfirm Relationships and Knowledge Transfer for New Product Development Success (2007, background): “Complementary knowledge comprises a larger potential for learning through the combination of different and complementary skills and resources viewed as a lower overlap (Dussauge, Garrette, and Mitchell, 2000; Rothaermel, 2001; Sarkar et al., 2001).”