Persistence of, and Interrelation between, Horizontal and Vertical Technology Alliances

40 Pages Posted: 15 Jul 2012

See all articles by René Belderbos

René Belderbos

University of Leuven (KUL) - Department of Managerial Economics, Strategy and Innovation; Maastricht University - Department of Organization & Strategy

Victor A. Gilsing

Eindhoven University of Technology (TUE) - Eindhoven Center for Innovation Studies (ECIS); Erasmus University Rotterdam (EUR) - Rotterdam School of Management (RSM); Ministerie van Economische Zaken

Boris Lokshin

Maastricht University, School of Business and Economics

Multiple version iconThere are 2 versions of this paper

Date Written: 2011

Abstract

The authors explore to what extent there is persistence in, and interrelation between, alliance strategies with different partner types (customers, suppliers, competitors). In a panel data set of innovation-active firms in the Netherlands from 1996 to 2004, the authors find persistence in alliance strategies with all three types of partners, but customer alliance strategies are more persistent than supplier alliance strategies and competitor alliance strategies. A positive interrelation between customer and supplier alliance strategies and a high persistence of joint supplier and customer alliance strategies are consistent with the advantages of value chain integration in innovation efforts. Prior engagement in horizontal (competitor) alliances increases the propensity to engage in vertical alliance strategies, but this effect occurs only with a longer lag. Overall, the authors’ findings suggest that alliance strategies with different partner types are both heterogeneous in persistence and (temporally) interrelated. This suggests that intertemporal relationships between different types of alliances may be as important as their simultaneous relationship in alliance portfolios.

Suggested Citation

Belderbos, Rene and Gilsing, Victor A. and Lokshin, Boris, Persistence of, and Interrelation between, Horizontal and Vertical Technology Alliances (2011). Available at SSRN: https://ssrn.com/abstract=2105572 or http://dx.doi.org/10.2139/ssrn.2105572

Rene Belderbos (Contact Author)

University of Leuven (KUL) - Department of Managerial Economics, Strategy and Innovation ( email )

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Victor A. Gilsing

Eindhoven University of Technology (TUE) - Eindhoven Center for Innovation Studies (ECIS) ( email )

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Erasmus University Rotterdam (EUR) - Rotterdam School of Management (RSM) ( email )

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Boris Lokshin

Maastricht University, School of Business and Economics ( email )

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Maastricht, 6200 MD
Netherlands
+31 43 388 3697 (Phone)
+31 43 325 4893 (Fax)

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