Large-scale strategic change projects in companies may be supported by using alliance networks. This paper shows that IBM’s change from an exploitation strategy towards an exploration strategy required a radically different network strategy as well. By entering into more non-equity alliances,...

Technology development in firms is frequently based on a combination of internal and external technological learning. Consequently, firms need to develop both technological capital (a patent portfolio) and alliance capital (a portfolio of technology alliances). This paper examines the...