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

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      <subfield code="a">Learning from competing partners</subfield>
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      <subfield code="c">Pierre Dussauge, Bernard Garrette and Will Mitchell</subfield>
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      <subfield code="a">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 sistematically accross 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</subfield>
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      <subfield code="t">Strategic management journal</subfield>
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      <subfield code="g">Vol. 21, nº 2,  February 2000 ; p. 99-126</subfield>
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