The transition from strategic technology alliances to mergers and acquisitions: an exploratory study

J. Hagedoorn, B.M. Sadowski

Onderzoeksoutput: Bijdrage aan tijdschriftTijdschriftartikelAcademicpeer review

84 Citaties (Scopus)
1 Downloads (Pure)

Uittreksel

This paper studies a number of research topics derived from the basic question: do interfirm alliances change into mergers and acquisitions as companies that were previously co-operating become integrated? The analysis is limited to the group of strategic technology alliances, i.e. those interfirm agreements for which joint technology development or technology sharing is part of the agreement. The paper first explores the literature that refers to the possible transition from strategic technology alliances to mergers and acquisitions. Based on this we formulate a number of hypotheses regarding the change in modes of governance and several dimensions of this process related to the international distribution of transformed alliances, their industry specificity, the size of firms, and the distribution of contractual and equity agreements. The major finding of our research is that the transformation from strategic technology alliance to merger and acquisition hardly ever takes place. This suggests that alliances and mergers and acquisitions are not part of a rather smooth continuum but they are first of all different modes of governance where one mode certainly does not lead to the other
Originele taal-2Engels
Pagina's (van-tot)87-107
Aantal pagina's21
TijdschriftJournal of Management Studies
Volume36
Nummer van het tijdschrift1
DOI's
StatusGepubliceerd - 1999

Vingerafdruk

Mergers and acquisitions
Industry
Technology alliances
Exploratory study
Governance
Alliances

Citeer dit

@article{2c3cd67c0aa84e4fb9098e9df4471519,
title = "The transition from strategic technology alliances to mergers and acquisitions: an exploratory study",
abstract = "This paper studies a number of research topics derived from the basic question: do interfirm alliances change into mergers and acquisitions as companies that were previously co-operating become integrated? The analysis is limited to the group of strategic technology alliances, i.e. those interfirm agreements for which joint technology development or technology sharing is part of the agreement. The paper first explores the literature that refers to the possible transition from strategic technology alliances to mergers and acquisitions. Based on this we formulate a number of hypotheses regarding the change in modes of governance and several dimensions of this process related to the international distribution of transformed alliances, their industry specificity, the size of firms, and the distribution of contractual and equity agreements. The major finding of our research is that the transformation from strategic technology alliance to merger and acquisition hardly ever takes place. This suggests that alliances and mergers and acquisitions are not part of a rather smooth continuum but they are first of all different modes of governance where one mode certainly does not lead to the other",
author = "J. Hagedoorn and B.M. Sadowski",
year = "1999",
doi = "10.1111/1467-6486.00127",
language = "English",
volume = "36",
pages = "87--107",
journal = "Journal of Management Studies",
issn = "0022-2380",
publisher = "Wiley-Blackwell",
number = "1",

}

The transition from strategic technology alliances to mergers and acquisitions: an exploratory study. / Hagedoorn, J.; Sadowski, B.M.

In: Journal of Management Studies, Vol. 36, Nr. 1, 1999, blz. 87-107.

Onderzoeksoutput: Bijdrage aan tijdschriftTijdschriftartikelAcademicpeer review

TY - JOUR

T1 - The transition from strategic technology alliances to mergers and acquisitions: an exploratory study

AU - Hagedoorn, J.

AU - Sadowski, B.M.

PY - 1999

Y1 - 1999

N2 - This paper studies a number of research topics derived from the basic question: do interfirm alliances change into mergers and acquisitions as companies that were previously co-operating become integrated? The analysis is limited to the group of strategic technology alliances, i.e. those interfirm agreements for which joint technology development or technology sharing is part of the agreement. The paper first explores the literature that refers to the possible transition from strategic technology alliances to mergers and acquisitions. Based on this we formulate a number of hypotheses regarding the change in modes of governance and several dimensions of this process related to the international distribution of transformed alliances, their industry specificity, the size of firms, and the distribution of contractual and equity agreements. The major finding of our research is that the transformation from strategic technology alliance to merger and acquisition hardly ever takes place. This suggests that alliances and mergers and acquisitions are not part of a rather smooth continuum but they are first of all different modes of governance where one mode certainly does not lead to the other

AB - This paper studies a number of research topics derived from the basic question: do interfirm alliances change into mergers and acquisitions as companies that were previously co-operating become integrated? The analysis is limited to the group of strategic technology alliances, i.e. those interfirm agreements for which joint technology development or technology sharing is part of the agreement. The paper first explores the literature that refers to the possible transition from strategic technology alliances to mergers and acquisitions. Based on this we formulate a number of hypotheses regarding the change in modes of governance and several dimensions of this process related to the international distribution of transformed alliances, their industry specificity, the size of firms, and the distribution of contractual and equity agreements. The major finding of our research is that the transformation from strategic technology alliance to merger and acquisition hardly ever takes place. This suggests that alliances and mergers and acquisitions are not part of a rather smooth continuum but they are first of all different modes of governance where one mode certainly does not lead to the other

U2 - 10.1111/1467-6486.00127

DO - 10.1111/1467-6486.00127

M3 - Article

VL - 36

SP - 87

EP - 107

JO - Journal of Management Studies

JF - Journal of Management Studies

SN - 0022-2380

IS - 1

ER -