
Contents
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Introduction Introduction
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Why Collaborate? Frequency and Motivations Why Collaborate? Frequency and Motivations
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The Frequency of Alliances and Joint Ventures The Frequency of Alliances and Joint Ventures
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Motivations behind Alliances and Joint Ventures Motivations behind Alliances and Joint Ventures
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Partner Selection Partner Selection
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Theories Underlying Partner Selection Theories Underlying Partner Selection
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What Makes a Good Partner? What Makes a Good Partner?
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Seeking Partners Seeking Partners
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Conclusion and Discussion of Future Research Needs Conclusion and Discussion of Future Research Needs
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References References
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4 Alliances and Joint Ventures: The Role Of Partner Selection From An Embeddedness Perspective
Get accessTina Dacin is the E. Marie Shantz Professor of Strategy and Organizational Behaviour in the Queen's School of Business, Queen's University, Canada. She received her doctorate from the University of Toronto and, prior to joining Queen's University, Professor Dacin spent nine years at Texas A & M University. Professor Dacin has most recently been a visiting professor at the Kellogg School of Management, Northwestern University and the Indian School of Business in Hyderabad, India. Professor Dacin's research interests include the dynamics of institutional change, organizational traditions, partner selection in alliances, and more recently has focused on the cultural, institutional, and relational resources leveraged by social entrepreneurs.
Douglas Reid is Assistant Professor teaching and conducting research in business strategy at Queen's School of Business, Queen's University, Ontario, Canada. He is also cross‐appointed as a faculty member at Cornell University's Johnson School of Business. His research into inter‐company alliance dynamics and large alliance evolution draws on an extensive single‐industry database that he has compiled. He also has a research interest in cross‐sectoral partnering. A particular focus is on how companies stabilize their alliances by providing network resources to partners. Professor Reid also writes on strategy issues for the Globe and Mail and the National Post, and has been extensively quoted in the international media on business alliances and other strategic management subjects.
Peter Smith Ring has been a faculty member at Loyola Marymount University since 1990, and Professor of Strategic Management since 1994. Previously, he was an Associate Professor on the faculty at the Carlson School of Management, University of Minnesota. Professor Ring has been engaged in the study of cooperative inter-organizational relationships since 1984. His research focuses on networks and strategic alliances, the processes for managing strategic alliances, the role of trust in inter-organizational relationships, and public sector-private sector collaboration. The results of this research have been published in a number of leading journals as well as in a number of chapters in research monographs. Professor Ring has been a Fulbright Scholar at Nanyang Business School, Republic of Singapore and a visiting research scholar and/or visiting professor at a wide range of leading international universities.
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Published:02 September 2009
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Abstract
This article defines collaborations between firms that involve the creation of a separate, autonomous, and legally recognized firm — a ‘newco’ — as a joint venture. Joint ventures usually, but not always, involve parties who have contributed equity in creating the ‘newco’, so the term joint venture in this article refers to equity joint ventures. Joint ventures typically involve collaborations between two parties, but there can be more. This article defines an alliance as a cooperative agreement between at least two firms. These firms combine their resources and capabilities in the pursuit of collective and individual strategic objectives. This article begins with a discussion of the frequency with which firms rely on joint ventures and alliances and the motivations that lead economic actors to develop joint ventures and/or alliances. It provides a detailed discussion of the theory underlying partner selection in joint ventures and alliances.
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