Articles scientifiques

Alliances with Competitors: How to Combine and Protect Key Resources ?

W. Mitchell, B. GARRETTE, P. DUSSAUGE

Creativity and Innovation Management

septembre 2002, vol. 11, n°3, pp.203-223

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


Our study addresses two main questions: First, what types of alliances do firms tend to create when combining different kinds of resources? Second, what governance mechanisms do firms set up to coordinate and protect resources when they use them for different alliances? We examine 227 alliances between competitors in Asia, North America, and Europe. We first identify two types of alliances: scale alliances in which the partner firms contribute similar resources, and link alliances in which the partners contribute complementary resources. We find that firms contributing R&D and production resources tend to form scale alliances, while firms contributing marketing resources tend to enter into link alliances. We also find that firms are more likely to choose stronger protection mechanisms for link alliances, which create greater appropriation risks, while they tend to seek higher levels of coordination in scale alliances

Assessing Start-up Business Risk

T. B. ASTEBRO, S. Hucal

Journal of Credit Risk

2002, pp.29-31

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


Competitive Advantages Exist: A response to Powell

R. DURAND

Strategic Management Journal

2002, vol. 23, n°9, pp.867-872

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


This response is a plea for considering cautiously the use of formal logic and philosophy in strategic management. In a recent article, logical and philosophical considerations on the relationship between competitive advantage and superior returns led to a pragmatic view of competitive advantage. First, we propose a different logical analysis of the links between competitive advantage and superior performance. Using the scarce premises, this analysis leads to different conclusions. Second, our commentaries suggest that philosophy should be employed for opening discussions and perspectives rather than as an instrument for conviction

Institutions et échec de la refondation sociale

M. GHERTMAN

Revue Française de Gestion

janvier-mars 2002, n°137, pp.189-192

Départements : Stratégie et Politique d’Entreprise


Le conseil dans tous ses états

J.-P. DETRIE

Revue Française de Gestion

janvier-mars 2002, n°137, pp.99-176

Départements : Stratégie et Politique d’Entreprise



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