Management team politics and strategic alliances in biotechnology

Abstract

Strategic alliances and joint venturing have increasingly become seen as an effective means for assuring growth for young, technology-intensive companies. Whether alliances and joint venturing result in superior growth rates over more internallydriven venturing and innovation using a company's own R&D has not been clear. In a study of 100 rapidly growing, independent young technology companies across three industry groups, these two growth strategies were contrasted. The study also controlled for several variables such as life cycle stage, market scope and age. Results revealed that the most rapidly growing in terms of sales were executing intemal venturing strategies, with larger rather than smaller market scopes. This result was independent of life cycle stage and the other controlled variables. While strategic alliances and joint ventures may have important uses to such companies, this study strongly suggests that there remains an important role for internallydriven venturing and innovation efforts.Direct inquiries to:

Relationship between legitimation, competition and organizational death: current state of the art

“…A special mention is required for the model of Baum and Oliver (1992), which attempts to measure the effect of legitimation, although it does not use a specific variable, but isolates this effect by specifying the density. In the last few years, other studies have been made to try bringing together the concept of legitimation through measures other than density (Hybels et al 1994; Lomi 2000; Rao 1994). The majority of these confine themselves to the organizational founding environment, leaving, as a challenge to researchers, the proposal and validation of new measures in the field of mortality.…”