International Journal of Strategic Business Alliances http://www.inderscience.com/browse/index.php?journalID=303&year=2011&vol=2&issue=4 Inderscience Publishers Ltd en-uk International Journal of Strategic Business Alliances 1756-6444 1756-6452 © 2011 Inderscience Publishers Ltd editor@inderscience.com https://www.inderscience.com/images/files/coverImgs/ijsba_scoverijsba.jpg http://www.inderscience.com/browse/index.php?journalID=303&year=2011&vol=2&issue=4 http://www.inderscience.com/link.php?id=44858 What factors determine which firms in an industry ally with each other? This paper analyses a sample of 497 alliances, in ten countries, in the global pharmaceutical sector where alliances are prolific and central to corporate strategy. The results suggest that direct technological commonality (measured by cross patent citations between each pair), indirect commonality (measured by the degree to which they share common third-party technology sources), and prior alliance ties statistically explain the propensity that any two firms in a network will form an alliance. We also explore cross-border effects to see if companies originating in different nations are more likely, or less likely, to form alliances because of their national origins. Alliance formation propensity in a global industry network
Farok J. Contractor; Sam Beldona; Changsu Kim
International Journal of Strategic Business Alliances, Vol. 2, No. 4 (2011) pp. 245 - 270
What factors determine which firms in an industry ally with each other? This paper analyses a sample of 497 alliances, in ten countries, in the global pharmaceutical sector where alliances are prolific and central to corporate strategy. The results suggest that direct technological commonality (measured by cross patent citations between each pair), indirect commonality (measured by the degree to which they share common third-party technology sources), and prior alliance ties statistically explain the propensity that any two firms in a network will form an alliance. We also explore cross-border effects to see if companies originating in different nations are more likely, or less likely, to form alliances because of their national origins.

]]> 10.1504/IJSBA.2011.044858 International Journal of Strategic Business Alliances, Vol. 2, No. 4 (2011) pp. 245 - 270 Farok J. Contractor; Sam Beldona; Changsu Kim Department of Management and Global Business, School of Business, Rutgers University, 1 Washington Park, Newark, NJ 07102, USA. ' Department of Management, College of Business, Bryant University, 1150 Douglas Pike, Smithfield, RI 02917, USA. ' Sogang Business School, Sogang University, Shinsu-dong 1, Mapo-Gu, Seoul, 121-742, Korea alliance formation industry networks global pharmaceutical industry patent citations patents strategic alliances technological commonality indirect commonality prior alliance ties cross-border effects. 2012-01-12T23:20:50-05:00 2 4 245 270 2012-01-12T23:20:50-05:00 http://www.inderscience.com/link.php?id=44856 In this paper, we investigate whether individuals or teams should be sent to an initial alliance meeting and the impact of shared team aspiration levels on negotiation processes and outcomes. We use an experimental role-play to simulate an initial alliance meeting. 128 subjects participated in our study and our findings reveal that in team to team negotiations, higher economic outcomes were achieved and a higher degree of competitive behaviour was reported than in individual to individual dyads, and that team aspiration alignment was associated with increased reciprocity between teams. These findings suggest that in initial negotiations in an alliance, sending teams may be better for the subsequent developments in the alliance. When these teams are aligned, they are more attuned to the behaviour of their alliance partner. Alliance formation: the impact of teams and individuals in initial negotiations
Randi Lunnan; Håvard Ness; Laura Elizabeth Mercer Traavik
International Journal of Strategic Business Alliances, Vol. 2, No. 4 (2011) pp. 271 - 286
In this paper, we investigate whether individuals or teams should be sent to an initial alliance meeting and the impact of shared team aspiration levels on negotiation processes and outcomes. We use an experimental role-play to simulate an initial alliance meeting. 128 subjects participated in our study and our findings reveal that in team to team negotiations, higher economic outcomes were achieved and a higher degree of competitive behaviour was reported than in individual to individual dyads, and that team aspiration alignment was associated with increased reciprocity between teams. These findings suggest that in initial negotiations in an alliance, sending teams may be better for the subsequent developments in the alliance. When these teams are aligned, they are more attuned to the behaviour of their alliance partner.

]]> 10.1504/IJSBA.2011.044856 International Journal of Strategic Business Alliances, Vol. 2, No. 4 (2011) pp. 271 - 286 Randi Lunnan; Håvard Ness; Laura Elizabeth Mercer Traavik Department of Strategy and Logistics, Norwegian Business School – BI, 0442 Oslo, Norway. ' Buskerud University College, School of Business and Social Sciences, Postboks 164 Sentrum, N-3502 Hønefoss, Norway. ' Department of Leadership and Organisational Behaviour, Norwegian Business School – BI, 0442 Oslo, Norway strategic alliances initial negotiations teams individuals initial processes team aspiration levels initial meetings team negotiations economic outcomes competitive behaviour individual-to-individual reciprocity. 2012-01-12T23:20:50-05:00 2 4 271 286 2012-01-12T23:20:50-05:00 http://www.inderscience.com/link.php?id=44857 This article aims to provide an insight into the use of foreign direct investments of Malaysian multinationals as market entry modes. We developed a conceptual framework incorporating levels of control, competencies, and costs of foreign investments for market entry modes as wholly-owned subsidiaries and international joint ventures and tested our model with a survey of CEOs and managing directors at Malaysian multinational companies. Our findings suggest Malaysian multinationals are strongly influenced by their strategic motivations and their desire to exploit synergies in their choice of entry mode between wholly-owned subsidiaries and international joint ventures. An empirical study of foreign direct investments of Malaysian multinationals: wholly-owned subsidiaries and international joint ventures
Ahmad Bashawir A. Ghani; Muhammad Subhan; Malcolm Tull
International Journal of Strategic Business Alliances, Vol. 2, No. 4 (2011) pp. 287 - 306
This article aims to provide an insight into the use of foreign direct investments of Malaysian multinationals as market entry modes. We developed a conceptual framework incorporating levels of control, competencies, and costs of foreign investments for market entry modes as wholly-owned subsidiaries and international joint ventures and tested our model with a survey of CEOs and managing directors at Malaysian multinational companies. Our findings suggest Malaysian multinationals are strongly influenced by their strategic motivations and their desire to exploit synergies in their choice of entry mode between wholly-owned subsidiaries and international joint ventures.

]]> 10.1504/IJSBA.2011.044857 International Journal of Strategic Business Alliances, Vol. 2, No. 4 (2011) pp. 287 - 306 Ahmad Bashawir A. Ghani; Muhammad Subhan; Malcolm Tull Ghazali Shafie Graduate School of Government, College of Law, Government, and International Studies, University of Utara Malaysia, 06010 Kedah, Malaysia. ' Department of International Business, UUM-COLGIS, University of Utara Malaysia, 06010 Kedah, Malaysia. ' Murdoch Business School, Murdoch University, Western Australia 6150, Australia foreign direct investment FDI wholly-owned subsidiaries international joint ventures IJVs Malaysia multinational companies MNCs market entry modes. 2012-01-12T23:20:50-05:00 2 4 287 306 2012-01-12T23:20:50-05:00 http://www.inderscience.com/link.php?id=44859 Collaboration between competing firms (coopetition) is increasingly important for firms operating in knowledge-intensive business sectors. There are, however, firm-specific differences in the tendency to form such relationships. In order to address the issue, this study explores why certain firms in the global ICT sector are better able and more likely to collaborate with their competitors than others. We approach the issue from the structural embeddedness perspective, examining firm centrality in its competitive and alliance networks. The findings indicate that firms with a central position in competitor networks are relatively more likely to engage in coopetition than those not so centrally placed. On the other hand, the findings show that firms holding a central position in their alliance networks collaborate relatively more with complementary partners than with their competitors. Network position of a firm and the tendency to collaborate with competitors – a structural embeddedness perspective
Paavo Ritala; Jukka Hallikas
International Journal of Strategic Business Alliances, Vol. 2, No. 4 (2011) pp. 307 - 328
Collaboration between competing firms (coopetition) is increasingly important for firms operating in knowledge-intensive business sectors. There are, however, firm-specific differences in the tendency to form such relationships. In order to address the issue, this study explores why certain firms in the global ICT sector are better able and more likely to collaborate with their competitors than others. We approach the issue from the structural embeddedness perspective, examining firm centrality in its competitive and alliance networks. The findings indicate that firms with a central position in competitor networks are relatively more likely to engage in coopetition than those not so centrally placed. On the other hand, the findings show that firms holding a central position in their alliance networks collaborate relatively more with complementary partners than with their competitors.

]]> 10.1504/IJSBA.2011.044859 International Journal of Strategic Business Alliances, Vol. 2, No. 4 (2011) pp. 307 - 328 Paavo Ritala; Jukka Hallikas School of Business, Lappeenranta University of Technology, P.O. Box 20, FI-53851, Lappeenranta, Finland. ' School of Business, Lappeenranta University of Technology, P.O. Box 20, FI-53851, Lappeenranta, Finland strategic alliances competition coopetition global ICT sector alliance networks competitor networks cognitive categorisation rivalry structural embeddedness centrality network position collaboration knowledge-intensive firms. 2012-01-12T23:20:50-05:00 2 4 307 328 2012-01-12T23:20:50-05:00 http://www.inderscience.com/link.php?id=44860 Cooperative alliances are considered as useful business strategies to reduce costs and to increase negotiation power. However, these alliances are not common in some regions of the UK. The paper proposes a new multivariate model based on the theory of planned behaviour to test the hypothesis that the importance that farmers attribute to cooperative alliances is determined by economic and social-psychological variables. Evidence supporting this hypothesis was found from a sample of ex-sugar beet farmers of the West Midlands of the UK. This finding provides an additional explanation for the cooperation failure in this country. Exploring economic and social-psychological factors in explaining farmers' willingness to participate in cooperative alliances
Daniel E. May; Graham J. Tate
International Journal of Strategic Business Alliances, Vol. 2, No. 4 (2011) pp. 329 - 346
Cooperative alliances are considered as useful business strategies to reduce costs and to increase negotiation power. However, these alliances are not common in some regions of the UK. The paper proposes a new multivariate model based on the theory of planned behaviour to test the hypothesis that the importance that farmers attribute to cooperative alliances is determined by economic and social-psychological variables. Evidence supporting this hypothesis was found from a sample of ex-sugar beet farmers of the West Midlands of the UK. This finding provides an additional explanation for the cooperation failure in this country.

]]> 10.1504/IJSBA.2011.044860 International Journal of Strategic Business Alliances, Vol. 2, No. 4 (2011) pp. 329 - 346 Daniel E. May; Graham J. Tate Department of Rural Affairs\Environment, Harper Adams University College, Newport, Shropshire TF10 8NB, UK. ' Department of Enterprise and Strategic Management, University of Wolverhampton Business School, Telford Campus, Telford TF2 9NT, UK agricultural cooperative alliances decision making economic variables social-psychological variables cooperation failure strategic alliances UK United Kingdom agriculture farmers willingness to participate multivariate modelling theory of planned behaviour. 2012-01-12T23:20:50-05:00 2 4 329 346 2012-01-12T23:20:50-05:00