Abstract
The engagement of technologically innovating firms in a wide array of strategic alliances has become a ubiquitous phenomenon in today's business landscape. In fact, most firms are facing the challenge to manage an entire alliance portfolio, which often does not support successful commercialization of their innovations. Therefore, when does it make sense for firms to add one additional strategic alliance to their alliance portfolio and when does such an incremental alliance create value? By borrowing from contingency theory and the resource-based view of the firm, we identify a number of factors and advance a conceptual framework that seeks to answer these questions.
| Original language | English |
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| Publication status | Published - 23 Oct 2005 |
| Externally published | Yes |
| Event | Strategic Management Society Annual Conference 2005 - Duration: 23 Oct 2005 → 26 Oct 2005 |
Conference
| Conference | Strategic Management Society Annual Conference 2005 |
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| Period | 23/10/05 → 26/10/05 |