In this paper, the authors reconsider why firms choose to form horizontal alliances when launching a new product rather to undertake such a project on their own.

This paper investigates why firms choose to undertake product expansion through alliances with competitors rather than on their own.

In this paper, the authors explain that relatedness is often associated with acquisition value creation without distinguishing between three underlying sources of synergy: business similarity, product complementarity and geographic complementarity. The authors argue that realizing value in...

Based on researchers’ observations of the degree of relatedness or interdependence in a business combination, most past corporate strategy literature has assumed that managers try to achieve certain goals, i.e. the pursuit of economic synergies. Based on that assumption, theory predicts that...