Firm Resources as Moderators of the Relationship Between Market Growth and Strategic Alliances in Semiconductor Start-UPS

Old technology meets new technology: complementarities, similarities, and alliance formation

“…We focused on the event of alliance formation and the intensity of alliance activity in any given dyad. A similar approach was taken by Park et al (2002) when studying alliance formation of semiconductor start-ups at the firm level, rather than at the dyad level. The event of alliance formation between an old and a new technology firm is proxied by the probability of an alliance being formed in any possible dyad opportunity set between a pharmaceutical and a biotechnology firm.…”

“…This phenomenon has inspired significant research into the question of why firms enter Keywords: alliance formation; technological change; measurement of capabilities; multilevel research; pharmaceutical biotechnology industry 48 F. T. Rothaermel and W. Boeker Others have suggested that a firm's propensity to form alliances depends on the firm's strategic and social position (Eisenhardt and Schoonhoven, 1996); technical, commercial, and social capital (Ahuja, 2000); and its resources and external environment (Park, Chen, and Gallagher, 2002). While we seem to have a fairly good understanding of why firms enter alliances, the question of partner choice has received less attention.…”

Strategic Alliance Networks and Innovation: A Deterministic and Voluntaristic View Combined

“…Interdependence and complementarities have been addressed here as the most common explanation for firms forming inter-organizational ties (Richardson, 1972;Pfeffer and Nowak, 1976;Nohria and Garcia-Pont, 1991). These resource dependency perspectives (Pfeffer and Salancik, 1978;Wernerfelt, 1984) posit that external resource scarcity is the most important reason for engaging in collaborative agreements (Park et al, 2002). As a consequence, networks increasingly provide an alternative to a more self-contained form of organisation or to 'standard' market transactions (Koput and Smith-Doerr, 1996;Powell, 1996;Ebers, 1997;Grandori, 1999).…”

The Impact of Clusterization on the Development of Small and Medium‐sized Enterprise (Sme) Sector

“…The concept of clusters (clusterization), as well as the role of interorganizational relations have been analysed in various scientifi c studies, including Gundlach et al (1995), Ylinenpää (1997), Dacin et al (1997), Wildeman (1998), Mavondo and Rodrigo (2001), Varamäki (2001), Reuber and Fisher (2001), Park et al (2002), Ekelund (2002), Rodriguez and Wilson (2002), Jones and Tilley (2003), Parrilli (2007), Pesämaa and Hair (2007), Wang and Meng (2007), Gulati and Sytch (2007), Sheedy (2007); Oliveira (2008), Damaskopoulos et al (2008), Banytė, Salickaitė (2008), Aydogan (2009). However, most of…”