Testing Assumptions about Evaluating Strategic Alliance Performance

Researchers have used a variety of measures to evaluate strategic alliance performance. In this paper we use data collected on performance of R&D consortia in the U.S. and of Spain-based equity and non-equity dyadic alliances to investigate empirically five basic assumptions made by strategic alliance researchers. We find that while several assumptions are supported, others are not. Results are consistent across samples. We conclude with recommendations for how to evaluate performance in future research into strategic alliances.strategic alliances; performanca evaluation; equity alliances; consortia;

Varieties of CEO Succession

This article presents a conceptual framework that identifies four kinds of CEO succession processes. These are Crown Heir, Horse Race, Coup d\u27Etat, or Comprehensive Search. Examples of each type (Apple Computer, General Motors, Kodak and P&G) are presented to help understand each type of succession process

The formation process of research and development consortia

The formation of interorganizational relations (IORs) is an understudied topic in organization theory. Academics, as well as practitioners, do not have a well-developed conceptualization of the creation. The dissertation addresses this issue by examining the formation of research and development consortia in the United States. The study proposes a model of the formation process. The model consists of five stages: perception of dependence/opportunity, formal communication, commitment to consortium arrangement, build/select a governance structure and commence research. Also, drawing from several research disciplines, hypotheses are developed on the potential effects of several factors: similarity of solicited organizations, expected complexity of the consortium and expected ease of transferring results to the member companies on the formation process. These hypotheses are tested with data collected from eight case studies. The case studies are also used to generate additional hypotheses of factors observed in the eight consortia to affect the formation: change in institutional environment, industry concentration, motive for consortium formation and prior relations. The model and the hypotheses are tested using survey data collected from 50 R&D consortia. The results from both the case studies and the survey analyses find strong support for the proposed model of consortium formation. They also show that the formation process is influenced by both environmental (i.e. industry concentration, change in institutional environment) as well as strategic choice variables (i.e. similarity of companies solicited to create the consortium, and prior relations). The study makes two contributions to the understanding of IORs. First, it is the only study to examine the complete formation process of several interorganizational relations and to use both case study and survey data. Second, it furthers the perspective that organizational actions are the result of the interaction between environmental constraint and strategic choices. Recommended future research will explore the importance of the formation process in determining IOR characteristics and performance

The formation process of research and development consortia

The formation of interorganizational relations (IORs) is an understudied topic in organization theory. Academics, as well as practitioners, do not have a well-developed conceptualization of the creation. The dissertation addresses this issue by examining the formation of research and development consortia in the United States. The study proposes a model of the formation process. The model consists of five stages: perception of dependence/opportunity, formal communication, commitment to consortium arrangement, build/select a governance structure and commence research. Also, drawing from several research disciplines, hypotheses are developed on the potential effects of several factors: similarity of solicited organizations, expected complexity of the consortium and expected ease of transferring results to the member companies on the formation process. These hypotheses are tested with data collected from eight case studies. The case studies are also used to generate additional hypotheses of factors observed in the eight consortia to affect the formation: change in institutional environment, industry concentration, motive for consortium formation and prior relations. The model and the hypotheses are tested using survey data collected from 50 R&D consortia. The results from both the case studies and the survey analyses find strong support for the proposed model of consortium formation. They also show that the formation process is influenced by both environmental (i.e. industry concentration, change in institutional environment) as well as strategic choice variables (i.e. similarity of companies solicited to create the consortium, and prior relations). The study makes two contributions to the understanding of IORs. First, it is the only study to examine the complete formation process of several interorganizational relations and to use both case study and survey data. Second, it furthers the perspective that organizational actions are the result of the interaction between environmental constraint and strategic choices. Recommended future research will explore the importance of the formation process in determining IOR characteristics and performance

The Relationship of Industry Structure to Open Innovation: Cooperative Value Creation in Pharmaceutical Consortia

With its focus on value creation and value capture, open innovation research explicitly or implicitly examines the competitive impacts of collaboration. However, to date such research has not considered the effects of a blockbuster industry structure upon open innovation. Here, we examine a particular form of multilateral collaboration, the open R&D consortium, in which the results from collaboration are allowed to spill over to members and nonmembers alike. We do so in the context of the pharmaceutical industry, a stable but fragmented industry defined by the ongoing search for blockbuster hits protected by strong appropriability. Using a novel data set, we identify 141 such consortia that involve two or more of the 30 largest pharma firms. We show that firms financially support such consortia, in part, because their value creation activities benefit members without disrupting the value capture or other aspects of the incumbent industry structure. We discuss the implications of these findings for research on multilateral collaboration in blockbuster industries, and open innovation more generally

Creating and disseminating knowledge among organizational scholars: The role of special issuesCreating and disseminating knowledge among organizational scholars: The role of special issues

Special issues of scholarly journals have become more common during the last decade of management research. We review this trend and assess the effectiveness of special issues for knowledge dissemination. Methods include interviews with journal editors, compiling data on time to publication and on impact and quality of special issues for five mainstream management journals, and a case study chronicling the creation of the Organization Science special issue on “Knowledge, Knowing, and Organizations.” The findings show that journal special issue articles appear to be published more quickly than regular issue articles (time to publication), and for three of the five journals there is a significant difference in impact (measured as citation counts per article) when special and regular issue articles are compared. Further, we find evidence of greater variation in the quality of special issue articles compared to regular issue articles, although this reflects special issues publishing exceptional articles rather than the inclusion of substandard ones. The case analysis suggests that a series of preconferences on a common topic prior to a special issue did not appear to impact the type of papers submitted to or published in the special issue. We discuss the role of special issues and preconferences in knowledge development in organization science

Formation processes of R and D consortia : which path to take ? Where does it lead ?

Available from INIST (FR), Document Supply Service, under shelf-number : DO 6441 / INIST-CNRS - Institut de l'Information Scientifique et TechniqueSIGLEFRFranc