The Institutionalization and Evolutionary Dynamics of Interorganizational Alliances and Networks.

From hybrids to hierarchies: shareholder wealth effects of joint venture partner buyouts

“…For example, research could examine JV dynamics using variables derived from Williamson's vertical integration framework (Williamson, 1985) as well as relational approaches to interfirm collaboration (Dyer, 1996(Dyer, , 1997Dyer and Singh, 1998). In a related vein, authors have called for the development of an alliance typology within which collaboration could be studied and better understood (e.g., Osborn and Hagedoorn, 1997;Parkhe, 1993), so research in this direction could give attention to the ways in which different types of alliances evolve and come to an end (e.g., Koza and Lewin, 1998).…”

“…The literature on JVs has become large and increasingly fragmented, in part due to the lack of a generally accepted typology or overarching theoretical framework (e.g., Osborn and Hagedoorn, 1997;Parkhe, 1993). The literature review presented below therefore focuses on event studies of JV formation and work on JV instability as these two streams of research relate most directly to the present study, are complementary in focus, and have largely developed independently from one another.…”

The Conundrum of DDR Coordination: The Case of South Sudan

“…The complexity of such alliances has also been affected by external factors, particularly the nature of the economic and political environments within which the alliances have been created (Osborn and Hagedoorn 1997). Such contexts can either hamper or enable the effectiveness and sustainability of strategic alliances.…”

Cross‐border strategic alliances: co‐operation between firms from the United Arab Emirates and international partners

“…The partnership structure can incorporate collaboration, joint ventures, consortia, licensing and unstructured co-operation. Every strategic alliance is unique, but each can share similar properties (Osborn and Hagedoorn, 1997). Organizations initiate strategic alliances to achieve compatible goals -common or mutually benefi cial -that might not be achieved otherwise (Austin, 2000).…”