Alliances versus acquisitions: choosing the right option


European Management Journal

février 2000, vol. 18, n°1, pp.63-69

Départements : Stratégie et Politique d’Entreprise, GREGHEC (CNRS)

Recently, a wave of corporate acquisitions has swept across Europe, prompted by liberalisation and unification in the European Union. The authors ask the question: Has this made the traditional preference by European firms for alliances and co-operative strategies obsolete? Bearing in mind that, in global terms, alliances are popular, another question is: Should European firms use their experiences in alliances to develop new alliance strategies as an alternative to joining the trend to acquisitions?After a review of the European model of alliances, the authors discuss the pros and cons and rationale for horizontal acquisitions and scale alliances, and argue in favour of more aggressive complementary alliances combined with mergers and acquisitions to expand in Europe as well as globally.

Calculating the Expectation and Variance of the Present Value for a Random Profit Stream of Uncertain Duration

Y. Gerchak, T. B. ASTEBRO

Engineering and Process Economics

2000, vol. 45, n°4, pp.339-349

Départements : Stratégie et Politique d’Entreprise, GREGHEC (CNRS)

We derive the mean and variance of the random discounted sum when Nis uncertain, as are the Xn's. This quantity arises in applications involving random cash-flows over an uncertain number of years. One such application is R&D projects, where both the magnitude and duration of cash-flows are uncertain at the time of investment decision. Previous models have assumed cash-flow duration to be certain. We relax this assumption. We then specialize these results to geometric, mixed-geometric and Poisson distributions of the cash-flow duration.

Core Competencies R&D Management and Partnerships'


European Management Journal

octobre 2000, vol. 18, n°5, pp.476-487

Départements : Stratégie et Politique d’Entreprise, GREGHEC (CNRS)

Mots clés : Core Competencies, R&D, Strategic Management, High-tech

Constantly focused on the role of competencies and resources, firms' strategic management teams are becoming increasingly interested in discovering an effective way of managing the competencies that they possess. In high-tech sectors, these competencies have a direct impact on the firm's future competitive positioning. In other sectors, technological competencies will determine the renewal of product lines. This article examines how firms manage their proprietary research and development programmes and how they succeed in establishing a co-operative relationship with their environment. Our background research includes forty interviews conducted in both the US and Europe

Creating Competencies Through Collaboration: -The Case of EUREKA R&D Consortia

B. QUÉLIN, C. Mothe

European Management Journal

décembre 2000, vol. 18, n°6, pp.590-604

Départements : Stratégie et Politique d’Entreprise, GREGHEC (CNRS)

Mots clés : Competence, Technological resources, R&D; Consortium, Co-operation

This article discusses the originality of European EUREKA consortia. Formed at the initiative of member firms, these consortia generally adopt a decentralised structure. Their main purpose is to conduct applied research, with the ultimate goal of exploiting its commercial opportunities. The consortia strive to ensure collaboration among firms in different countries, and at times, from different industries. Examining the management of R&D consortia, this article focuses primarily on the creation of new knowledge and competencies and on the benefits that member firms can reap from collaboration. Based on 20 interviews with project managers, the article brings to light two main observations: (1) the leader's positioning is a determining factor, and (2) a perfect balance between the firm's technological development and the consortium's strategic orientation facilitates the acquisition of competencies

Enactment, Sensemaking, and Decision-Making: Redesign Processes in the 1976 Reorganization of U.S. Intelligence


Journal of Management Studies

mars 2000, vol. 2, n°37, pp.213-234

Départements : Stratégie et Politique d’Entreprise

Europe's Strong Suit


European Business Forum

printemps 2000, n°1, pp.10-13

Départements : Stratégie et Politique d’Entreprise, GREGHEC (CNRS)

How to Get the Best Results from Alliances


European Business Forum

automne 2000, pp.41-46

Départements : Stratégie et Politique d’Entreprise, GREGHEC (CNRS)

Learning from competing partners: outcomes and durations of scale and link alliances in Europe, North America, and Asia


Strategic Management Journal

2000, n°21, pp.99-126

Départements : Stratégie et Politique d’Entreprise, GREGHEC (CNRS)

This paper investigates the outcomes and durations of strategic alliances among competing firms, using alliance outcomes as indicators of learning by partner firms. We show that alliance outcomes vary systematically across link and scale alliances. Link alliances are interfirm partnerships to which partners contribute different capabilities, while scale alliances are partnerships to which partners contribute similar capabilities. We find that partners are more likely to reorganize or take over link alliances than scale alliances. By contrast, scale alliances are more likely to continue without material changes. The two types of alliances are equally likely to shut down, at similar ages. These results support the view that link alliances lead to greater levels of learning and capability acquisition between the partners than do scale alliances.

Managing International Diversity: Europe's emerging model

R. DURAND, T. Kleiner

European Business Forum

2000, n°2, pp.24-26

Départements : Stratégie et Politique d’Entreprise, GREGHEC (CNRS)