Greater adaptivity or greater control? Adaptation of IOR portfolios in response to technological change

T. de Leeuw, V.A. Gilsing, Geert Duijsters

Research output: Contribution to journalArticleScientificpeer-review

Abstract

This paper addresses the question of how firms accomplish the strategic task of adapting their entire set of IORs (interorganizational relationships) to changing environmental conditions. To study this, we move beyond the focus on collaboration with individual partners (the dyadic perspective) that has been the dominant emphasis in the literature until now. Instead, we view the firms’ portfolios through the lens of the different modes of IOR engaged in (licensing agreements, non-equity alliances, venture capital investments, minority investments, joint ventures, and mergers & and acquisitions). We study the role of environmental change within the high-tech setting of the bio-pharmaceutical industry and distinguish between industry technological change and firm-specific technological change.
Original languageEnglish
Pages (from-to)1586-1600
JournalResearch Policy: A Journal devoted to Research Policy, Research Management and Planning
Volume48
Issue number6
DOIs
Publication statusPublished - 1 Jul 2019

Keywords

  • interorganizational relationships
  • technological change
  • environmental uncertainty
  • prospect theory
  • alliance portfolios
  • adaptive behavior
  • organizational adaption

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