External Sources of Innovative Capabilities: The Preferences for Strategic Alliances or Mergers and Acquisitions

22 Pages Posted: 14 Dec 2002

See all articles by John Hagedoorn

John Hagedoorn

Maastricht University, School of Business and Economics

Geert Duysters

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

Abstract

This paper explores the preferences that companies have as they use alternative (quasi) external sources of innovative competencies such as strategic technology alliances, mergers and acquisitions, or a mix of these. These alternatives are studied in the context of distinct industrial, technological and international settings during the first half of the 1990s. Different strategies followed by companies and the role played by routinized sets of preferences are also taken into consideration. The analysis demonstrates that these options are influenced by both different environmental conditions and firm specific circumstances, such as those related to protecting core businesses.

Suggested Citation

Hagedoorn, John and Duysters, Geert, External Sources of Innovative Capabilities: The Preferences for Strategic Alliances or Mergers and Acquisitions. Available at SSRN: https://ssrn.com/abstract=309224

John Hagedoorn (Contact Author)

Maastricht University, School of Business and Economics ( email )

P.O. Box 616
Maastricht, 6200 MD
Netherlands

Geert Duysters

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

Box 513
NL-5600 MB Eindhoven
Netherlands
+31 40 247 4646 (Fax)

University of Maastricht

P.O. Box 616
Maastricht, 6200MD
Netherlands

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