A study of shareholder reaction to technology motivated joint ventures and strategic alliances: strategic and financial perspectives
by Bianca Piachaud, Elisa Muresan
International Journal of Technology Management (IJTM), Vol. 27, No. 4, 2004

Abstract: This paper empirically examines the market reaction to the creation of joint ventures and strategic alliances in general, and to technology motivated joint ventures and strategic alliances, within the British manufacturing industry during the 1994–1999 period. More specifically, the study will examine the motivations for inter-firm linkages and partnership choice from both the strategic management and financial management perspectives. Although the empirical results are mixed in terms of the hypotheses tested, they are consistent with the theoretical arguments presented in strategic management literature.

Online publication date: Mon, 10-May-2004

The full text of this article is only available to individual subscribers or to users at subscribing institutions.

 
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.

Pay per view:
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.

Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Technology Management (IJTM):
Login with your Inderscience username and password:

Username:        Password:          Forgotten your password?

Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.

If you still need assistance, please email subs@inderscience.com