Alliance formation is commonplace in many high-technology industries experiencing radical technological change, where established firms use alliances with new entrants to adapt to technological change, while new entrants benefit from the ability of established players to commercialize the new...

Incumbent firms often face severe challenges when confronted with technological discontinuous change. However, interfirm cooperation between incumbents and new entrants has been suggested as one way that incumbents can adapt to radical technological change. In particular, we are interested in...

The use of strategic alliances by technology ventures has increased dramatically over the last twenty years. During this period companies not only increased the use of alliances, but have also used them in more strategically important areas, particularly in Ramp;D and new product development....

By providing a nearly instant connection among parties at opposite corners of the world and enabling a variety of commercial exchanges, the Internet has emerged as the technology expected to create a truly global market space. Internet firms face the challenge of capitalizing on this...

We argue that incumbents may be in a position to adapt to radical technological change via interfirm cooperation with new entrants when the incumbents have complementary assets within their firm boundaries that are critical to commercializing the new technology. We study 889 strategic alliances...

A persistent theme in the academic literature on technological innovation is that incumbent enterprises have great difficulty crossing the abyss created by a radical technological innovation. It is argued that incumbents go into decline, while new entrants rise to market dominance by exploiting...

I argue that incumbent firms may adapt to a radical innovation through interfirm cooperation with new entrants. In particular, I suggest that incumbent firms may leverage their pre-innovation complementary assets via exploitation alliances with new entrants. Thus, exploitation alliances are...

Drawing on the organizational learning literature, we study the effect of alliance experience on alliance performance. We differentiate between firm-level general alliance experience obtained from alliances across a diverse set of partners and dyad-level partner-specific alliance experience...

Building on the recent theoretical notion that a firm's alliance management capability can be a source of competitive advantage (Dyer and Singh, 1998; Ireland, Hitt, and Vaidyanath, 2002), we empirically investigate the effect of alliance-specific and firm-level factors on a high-technology...

A merger between two innovation competitors is often suspected to reduce the variety of heterogeneous entities which are currently undertaking R&D or which are well situated to undertake R&D in a certain field. The consequential reduction of diversity can be detrimental to innovation because it...