Frontiers of Entrepreneurship Research
1997 Edition

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STRATEGIC ALLIANCES IN NEW VENTURES: DOES GOVERNANCE STRUCTURE AFFECT NEW VENTURE PERFORMANCE?

Joette M. Wisnieski, Indiana University of Pennsylvania
Michael J. Dowling, Universitatet Regensburg


Introduction

Role of strategic alliances

Theoretical Development
Methodology

Measures of Performance
Control Variables
TABLE 1:Description of Independent Variables
Data Analysis

Results
TABLE 2:Interaction of Resource Dependency motives with governance structure
TABLE 3:Reciprocal alliance with governance structure
TABLE 4:Interaction of transaction cost motives with alliance structures
TABLE 5:Interaction of non-equity marketing alliances with new venture's strategy
FIGURE 1:Interaction of non-equity marketing alliance with strategy
TABLE 6:Interaction of production non-equity alliances with strategy
FIGURE 2:Interaction of production alliance with strategy
TABLE 7:Interaction of technical alliance with strategy
Discussion
Conclusion
References

 

ABSTRACT

Initial public offerings of 189 firms issued between the years 1986 and 1994 were studied to determine the use of strategic alliances by high technology new ventures. Content analysis was performed on the IPOs for several variables including new venture business strategy, new venture motivation for the alliance and the governance structure of the alliance. Accounting data was also coded. Regression was run with sales growth and as the performance variables. While motives for the strategic alliance alone did not have an impact, for the most part, on performance, the interaction between the motive and structure of the alliance did.

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