Acquire or Ally? -- A Strategy Framework for Deciding between Acquisition and Cooperation

By W. Hoffmann, Wulf Schaper-Rinkel. 2001

115 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/d61c20af1505d8555768dad27197d7ebd6731a30

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

1. Haibin Yang
2. Wpm Wim Vanhaverbeke
3. Zhiang Lin
4. Geert Duysters
5. Vareska Van de Vrande
6. A. Cozzolino
7. Frank T. Rothaermel
8. Ya Lin

Citations in the corpus

• Discontinuities, competition, and cooperation: Coopetitive dynamics between incumbents and entrants (2018, background): “…IP regime is weak, rather than allying with new entrants, we expect incumbents to focus on internal R&D in order to enhance their absorptive capacity (Cohen & Levinthal, 1990) and to acquire new upstream entrants (Capron & Mitchell, 2012; Hoffmann & Schaper-Rinkel, 2001; Rothaermel & Hess, 2007).”
• External technology sourcing: The effect of uncertainty on governance mode choice (2007, background): “M&As represent the highest level of hierarchy and are defined as ‘cumulative ownership of 50 percent or more of a partner firm’ (Folta, 1998).”
• A multilevel framework of firm boundaries: Firm characteristics, dyadic differences, and network attributes (2010, background): “Researchers have identified various factors that drive the choices between each pair, such as characteristics in environment, transaction, and firm idiosyncratic nature (Folta, 1998; Hagedoorn and Duysters, 2002; Hoffmann and Schaper-Rinkel, 2001).”