The intra-alliance division of value created through collaboration

The differential benefits reaped by individual partners are a major determinant of the impact of strategic alliances on firm performance and an important (dis) incentive for alliance partners to collaborate in value creation. Theoretically, we lack an explicit theory of intra-alliance value division...

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Bibliographic Details
Published in:Strategic management journal 2011-02, Vol.32 (2), p.187-211
Main Authors: Adegbesan, J. Adetunji, Higgins, Matthew J.
Format: Article
Language:English
Subjects:
Alliances
Appropriations
Bargaining
Biotechnology
Business networks
Business organization
Collaboration
control rights
Corporate strategies
Drug design
Funding
Impact analysis
Interindustry economics
intra-alliance bargaining
Marketing
Network analysis
Organization theory
Organizational behaviour
Organizational structure
Pharmaceutical preparations
Pipelines
Relative scarcity
resource-based view
strategic alliances
strategic factor markets
Studies
value appropriation
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Summary:The differential benefits reaped by individual partners are a major determinant of the impact of strategic alliances on firm performance and an important (dis) incentive for alliance partners to collaborate in value creation. Theoretically, we lack an explicit theory of intra-alliance value division; empirically, previous analysis has been hampered by methodological challenges. We propose a bargaining framework for intra-alliance value appropriation, as well as a measure for capturing its variation. We test our hypotheses on a sample of 200 biotechnology R&D alliances, and are able to explain variation in value appropriation across alliance partners, partner types, and individual firms of each type.
ISSN:0143-2095
1097-0266
DOI:10.1002/smj.872