Persistence of, and interrelation between, horizontal and vertical technology alliances

R. Belderbos, V.A. Gilsing, B. Lokshin

Research output: Contribution to journalArticleScientificpeer-review

Abstract

The authors explore to what extent there is persistence in, and interrelation between, alliance strategies with different partner types (customers, suppliers, competitors). In a panel data set of innovation-active firms in the Netherlands from 1996 to 2004, the authors find persistence in alliance strategies with all three types of partners, but customer alliance strategies are more persistent than supplier alliance strategies and competitor alliance strategies. A positive interrelation between customer and supplier alliance strategies and a high persistence of joint supplier and customer alliance strategies are consistent with the advantages of value chain integration in innovation efforts. Prior engagement in horizontal (competitor) alliances increases the propensity to engage in vertical alliance strategies, but this effect occurs only with a longer lag. Overall, the authors’ findings suggest that alliance strategies with different partner types are both heterogeneous in persistence and (temporally) interrelated. This suggests that intertemporal relationships between different types of alliances may be as important as their simultaneous relationship in alliance portfolios.
Keywords: alliance portfolios, persistence and interrelation of alliance strategies, horizontal alliances, vertical alliances, persistence of strategic collaboration, technological innovation
Original languageEnglish
Pages (from-to)1812-1834
JournalJournal of Management
Volume38
Issue number6
DOIs
Publication statusPublished - 2012

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Alliances
Persistence
Technology alliances
Suppliers
Competitors
Alliance portfolios
Innovation
Key words
Lag
Value chain
Panel data
Technological innovation
Propensity
The Netherlands

Cite this

Belderbos, R. ; Gilsing, V.A. ; Lokshin, B. / Persistence of, and interrelation between, horizontal and vertical technology alliances. In: Journal of Management. 2012 ; Vol. 38, No. 6. pp. 1812-1834.
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Persistence of, and interrelation between, horizontal and vertical technology alliances. / Belderbos, R.; Gilsing, V.A.; Lokshin, B.

In: Journal of Management, Vol. 38, No. 6, 2012, p. 1812-1834.

Research output: Contribution to journalArticleScientificpeer-review

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AB - The authors explore to what extent there is persistence in, and interrelation between, alliance strategies with different partner types (customers, suppliers, competitors). In a panel data set of innovation-active firms in the Netherlands from 1996 to 2004, the authors find persistence in alliance strategies with all three types of partners, but customer alliance strategies are more persistent than supplier alliance strategies and competitor alliance strategies. A positive interrelation between customer and supplier alliance strategies and a high persistence of joint supplier and customer alliance strategies are consistent with the advantages of value chain integration in innovation efforts. Prior engagement in horizontal (competitor) alliances increases the propensity to engage in vertical alliance strategies, but this effect occurs only with a longer lag. Overall, the authors’ findings suggest that alliance strategies with different partner types are both heterogeneous in persistence and (temporally) interrelated. This suggests that intertemporal relationships between different types of alliances may be as important as their simultaneous relationship in alliance portfolios.Keywords: alliance portfolios, persistence and interrelation of alliance strategies, horizontal alliances, vertical alliances, persistence of strategic collaboration, technological innovation

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