Going global : how smaller enterprises benefit from strategic alliances

Authors: Veilleux, SophieHaskell, NancyPons, Frank
Abstract: Purpose: This paper focuses on understanding three dimensions of international alliance formation by SMEs: the role of internal actors, planning/opportunity management, and organizational learning. Design/methodology/approach: These three dimensions form a proposed model of international alliance formation which is examined using semi-structured interviews with 16 biotechnology SMEs from Montreal (Canada) and 12 from Boston (USA). Findings: Findings deepen our understanding of the firm’s internal development of international alliance strategy. Results generally support different roles of organizational actors in international alliance formation, often a combination of planning and opportunity management, and signal rather weak administrative routines to ensure organizational learning from the alliance experience. Interestingly, alliance formation strategies vary across the two cities (countries). Age of the firm, development phase, human and financial resources, and competencies may explain these differences. Research limitations/implications: Limitations include single respondent in each firm, sample size, and single sector (biotechnology). Future longitudinal research could combine information from and about the implication of all actors and their networks during alliance formation and examine the process by alliance functions (R&D, production, marketing) and governance modes (equity, non-equity). Practical implications: Results suggest weaknesses and potential avenues to be explored by managers. Originality/value: To our knowledge, this is a first attempt to model the internal dimensions of alliance strategy formation for SMEs, integrating the role of actors, planning and opportunity, as well as learning. Multiple quotations provide a rich environment for understanding practice.
Document Type: Article de recherche
Issue Date: 1 January 2012
Open Access Date: 23 January 2018
Document version: AM
Permalink: http://hdl.handle.net/20.500.11794/16549
This document was published in: Journal of Business Strategy, Vol. 33 (5), 22–31 (2012)
https://doi.org/10.1108/02756661211282768
Warren, Gorham & Lamont
Alternative version: 10.1108/02756661211282768
Collection:Articles publiés dans des revues avec comité de lecture

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