Technology Based Firms Performance : Procurement of Strategic Resources in Critical Junctures

This study analyzes alliance between Technology Based Firms (TBF) as a strategy to obtain strategic resources. Taking as reference the model from Vohora et al (2004), who determined that the TBFs perform better when they rely on strategic alliances at critical transitions in their stages of performance and development. Strategic alliances or strategic interactions assist these firms in gaining access to valuable resources. Through the alliances, cost and risk of developing strategic resources can be reduced. However, strategic alliances have the risk of competitive imitation since it exposes the base of strategic resources in which the competitive advantage is sustained. In this sense, from the theoretical perspective, competitive advantage (Resources Based View) and technology based firms, sharing strategic resources could be considered an anomaly. The present study analyzes this anomaly