Organizational Choice in R&D Alliances: Knowledge Based and Transaction Cost Perspectives

By Rachelle C. Sampson. 2004

220 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/bb39f27667a07fc78e805c15d9d9e731068ee219

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Citations in the corpus

Experience effects and collaborative returns in R&D alliances (2005, methodology): “Following Sampson (2004b), I estimate this probability as a function of the following variables: 1.”
The Effects of Innovation on Vertical Structure: Perspectives on Transaction Costs and Competences (2008, unknown): “As Sampson (2004) reports, in the context of R&D alliances between possible competitors, transaction costs stem mainly from the hazards of proprietary information leakage.”
Beyond formal R&D: Taking advantage of other sources of innovation in low- and medium-technology industries (2009, background): “The stronger links between partners in equity joint ventures relieve them of the need to completely specify their rights and obligations and result in better coordination of activities and greater efficiency when responding to unforeseen contingencies (Sampson, 2004, 2007).”
Co-ownership of intellectual property: Exploring the value-appropriation and value-creation implications of co-patenting with different partners (2014, background): “Several scholars (e.g. Anderson and Dekker, 2005; Sampson, 2004), for instance, show that misalignment between transactional characteristics and contract complexity may substantially hamper partners’ ability to generate value within alliances.”
1 Moving Beyond Schumpeter: Management Research on the Determinants of Technological Innovation (2008, background): “Finally, collaboration may lead to strategic behavior on the part of collaborators (Harrigan, 1985; Khanna, Gulati, & Nohria, 1998; Oxley, 1997; Oxley & Sampson, 2004).”
External technology sourcing: The effect of uncertainty on governance mode choice (2007, background): “One can argue that partnering firms will choose governance modes that are more integrated in order to facilitate the effective transfer of distant knowledge (Cantwell & Colombo, 2000; Gulati & Singh, 1998; Mowery et al., 1996; Sampson, 2004).”
Firms' R&D Cooperation Behavior in a Supply Chain (2014, background): “Sampson (2004) examines how ﬁrms choose organizational forms by using a sample of 232 R&D alliances.”
The relationship between organizational learning and firms’ financial performance in strategic alliances: A contingency approach (2008, background): “Indeed, alliances with multiple activities may require greater depth and breadth of interactions among partners so as to coordinate the joint activities (Sampson, 2004).”