2002/03/01 by John Hagedoorn, Geert Duysters · 669 citations
Business, Management and Accounting · #Business #Business Strategy and Innovation #Context (archaeology) #Core (optical fiber) #Core competency #Finance #Industrial organization #Innovation and Knowledge Management #International Business and FDI #Marketing #Mergers and acquisitions #Strategic management
paper · doi:10.1111/1467-6486.00287
published in Journal of Management Studies 39(2), 167-188 (Wiley)
openalex publication_date 2002/03/01 · openalex created_date 2025/10/10 · openalex updated_date 2026/08/01
This paper explores the preferences that companies have as they use alternative (quasi) external sources of innovative competencies such as strategic technology alliances, mergers and acquisitions, or a mix of these. These alternatives are studied in the context of distinct industrial, technological and international settings during the first half of the 1990s. Different strategies followed by companies and the role played by routinized sets of preferences are also taken into consideration. The analysis demonstrates that these options are influenced by both different environmental conditions and firm specific circumstances, such as those related to protecting core businesses.