A Resource-Based Theory of Strategic Alliances

Abstract

The resource-based view of the firm has not been systematically applied to strategic alliances. By examining the role of firm resources in strategic alliances, we attempt, in this paper, to put forward a general resource-based theory of strategic alliances, synthesizing the various findings in the literature on alliances from a resource-based view. The proposed theory covers four major aspects of strategic alliances: rationale, formation, structural preferences, and performance. The resource-based view suggests that the rationale for alliances is the value-creation potential of firm resources that are pooled together. We note that certain resource characteristics, such as imperfect mobility, imitability, and substitutability, promise accentuated value-creation, and thus facilitate alliance formation. We discuss how the resource profiles of partner firms would determine their structural preferences in terms of four major categories of alliances: equity joint ventures, minority equity alliances, bilateral contract-based alliances, and unilateral contract-based alliances. As part of the theory, we propose a typology of inter-partner resource alignment based on the two dimensions of resource similarity and resource utilization, yielding four types of alignment: supplementary, surplus, complementary, and wasteful. We also discuss how partner resource alignment directly affects collective strengths and inter-firm conflicts in alliances, which in turn contribute to alliance performance. Finally, we develop a number of propositions to facilitate empirical testing of the theoretical framework, suggest ways to carry out this testing, indicate future research directions, and list some of the more significant managerial implications of the framework.

PARTNERSHIPS IN R & D: A RELATIONSHIP BETWEEN REQUIREMENTS AND STAGES OF COOPERATION - DOI:10.5585/RAI.2010323

“…Explorar as economias de escala, administrar custos, partilhar riscos, explorar as fontes complementares (Hennart, 1988;Kogut, 1998), reduzir os custos de entrada em novos mercados (Kogut, 1998), gerar novos produtos, misturando competências e recursos (Rothaermel, 2001) são, portanto, formas de incrementar ativos e proporcionar expansão de mercado. As parcerias surgem como uma oportunidade para se obter uma mistura de competências e para promover complementação, suplementação, evitar desperdícios e suprir o empreendimento com recursos (Das & Teng, 2000b). Para Hamel e Prahalad (1995), trata-se de: uma outra forma de alavancagem [que representa] a capacidade da empresa de misturar tipos diferentes de recursos de modo a multiplicar valor de cada um deles.…”

“…Portanto, torna-se também fundamental o investimento e a capacidade de gerenciamento de recursos como forma de proporcionar o atendimento dos objetivos pretendidos com a parceria. O alinhamento de recursos é um fator que afeta diretamente a força coletiva e o desempenho da parceria (Das & Teng, 2000b;Harrison et al, 2001). …”

“…A nossa proposta descreve e analisa a influência das habilidades e competências aportadas, focando nas capacitações necessárias à concepção, gestão e execução das parcerias (Kale, Dyer & Singh, 2001;Simonin, 1997), nas instituições que promovem estabilidade (Das & Teng, 1998, 2001Rabin, 1993;Salais & Storper, 1992;Storper, 1995), dos fatores de mercado envolvidos (Alvarez & Barney, 2005;Hennart, 1998;Kogut, 1998;Koza & Lewiwn, 2000) e dos recursos necessários à execução (Das & Teng, 2000b;Hamel & Prahalad, 1995;Harrison, Hitt, Hoskisson, & Ireland, 2001). …”

The structure and evolution of inter-sectoral technological complementarity in R&D in Germany from 1990 to 2011

“…Partner selection in R&D however "does not occur in a vacuum" (Hitt et al, 2000, p. 449). Collaboration configurations differ in their probability to generate value and sometimes may even induce value-destroying effects (Zajac and Olsen, 1993;Madhok and Tallman, 1998;Khanna et al, 1998;Das and Teng, 2000). Hence, choosing the right partner is crucial in this context.…”

International Co-operation between Firms on Innovation and R&D: Empirical Evidence from Argentina and Spain

“…Other theoretical perspectives include Social Exchange Theory (Das and Teng, 2002), Resource-Based Theory (Conner and Prahalad, 1996;Combs and Ketchen, 1999) and game theory (Sanna-Randaccio and Veugelers, 2001;Eriksson, 2007;Binenbaum, 2008 …”