Forms of Interorganizational Governance for Multinational Alliances

Osborn, Richard N.; Baughn, C. Christopher

doi:10.5465/256578

Cited by 178 publications

(218 citation statements)

References 19 publications

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“…Internalizing activities under conditions of rapid technological change impose inflexibility precisely when flexibility is most needed (Poppo & Zenger, 1998). In fact, literature analyzing strategic technology partnering has found that, whenever firms need quick responses to changes in technological leadership, non-equity agreements are preferred to joint ventures because they provide firms with greater strategic flexibility (Osborn & Baughn, 1990). Specifically, previous research has shown that greater use of outsourcing may deliver more flexibility, which may help firms to respond quickly to unanticipated threats and market opportunities (Hitt et al, 1998).…”

Section: Technological Uncertaintymentioning

confidence: 99%

International R&D service outsourcing by technology-intensive firms: Whether and where?

Martínez‐Noya

Canal

Guillén

2012

Journal of International Management

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We combine the streams of literature on outsourcing and offshoring to investigate (1) whether choosing an R&D offshore outsourcing strategy by technological firms is advisable, and (2) where these firms are more likely to allocate these R&D services outsourcing agreements offshore, namely, in developed or developing economies. Using original survey data from European and U.S. firms in technology-intensive industries, we place especial emphasis on the fact that certain firm-specific capabilities, such as technological and international expertise, are required in order to outsource R&D overseas, especially when offshoring to developing economies, as transaction costs are still the main deterrent to outsource offshore to these regions. In addition, our results also show that in the specific case of R&D services outsourcing, knowledge-seeking objectives lead to outsource to developed economies.

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Section: Technological Uncertaintymentioning

confidence: 99%

International R&D service outsourcing by technology-intensive firms: Whether and where?

Martínez‐Noya

Canal

Guillén

2012

Journal of International Management

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“…"Alliance" is a broad term capturing many forms of interfirm cooperation that go beyond market tranactions. Explanations of alliances in the literature focus on the trade-off between the perceived advantages of full ownership, market contracts, and intermediate positions (Contractor & Lorange, 1988;Hagedoorn, 1993;Osborn & Baughn, 1990). Prominent approaches to the systematic comparison of the various forms that interfirm alliances can take (such as long-term purchasing agreements, licensing, collaboration on R&D, technology exchange, and joint venture) are the strategic behavior perspective (Kogut, 1988;Porter & Fuller, 1986), the theory of international production (Dunning, 1995), and transaction cost economics (Gulati, 1995;Hennart, 1988).…”

mentioning

confidence: 99%

Effects of Trust and Governance on Relational Risk.

Nooteboom¹,

Berger²,

Noorderhaven³

1997

Academy of Management Journal

840

197

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“…Gulati & Singh, 1998;Oxley, 1997); risks; partnership task-scope and transaction-level characteristics (e.g. Oxley, 1999;Oxley & Sampson, 2004); technological intensity (Osborn & Baughn, 1990); strategic motivation (Nielsen, 2003); division of labour (Reuer, Zollo, & Singh, 2002); task complexity and inter-partner diversity (White & Lui, 2005); trust among partners (e.g. Gulati, 1995a;Krishnan, Martin, & Noorderhaven, 2006;Lui & Ngo, 2004;Nooteboom, Berger, & Noorderhaven, 1997;Zaheer, McEvily, & Perrone, 1998); and inter-organizational structures (e.g.…”

Section: Governancementioning

confidence: 99%