Asymmetric performance: the market share impact of scale and link alliances in the global auto industry

Pierre Dussauge · Bernard Garrette · Will Mitchell

159 citations0/0 files storedStrategic Management Journal

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Business Strategy and Innovation International Business and FDI Innovation and Knowledge Management

Abstract

Abstract This study investigates how participating in strategic alliances with rivals affects the relative competitive positions of the partner firms. The paper builds on studies that show significant differences in the outcomes of scale and link alliances. The study argues that the more asymmetric outcomes of link alliances translate into greater changes in the relative market shares of the partner firms, due to unbalanced opportunities for inter‐partner learning and learning by doing. We find support for this argument by examining 135 alliances among competing firms in the global automobile industry, from 1966 to 1995. Copyright © 2004 John Wiley & Sons, Ltd.

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References

1986Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy 1991Comparative Economic Organization: The Analysis of Discrete Structural Alternatives 1998Alliances and networks 1998Relative absorptive capacity and interorganizational learning 1996Strategic alliances and interfirm knowledge transfer 2000Learning and protection of proprietary assets in strategic alliances: building relational capital 2007The evolution of cooperation in strategic alliances: Initial conditions or learning processes?1989Collaborate with your competitors and win

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2012The Second Face of Appropriability: Generative Appropriability and Its Determinants 2017The interplay of competitive and cooperative behavior and differential benefits in alliances 2018Fit for the Task: Complementarity, Asymmetry, and Partner Selection in Alliances 2014Asymmetric Learning Capabilities and Stock Market Returns 2009Tug of war in innovation – coopetitive service development

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