Strategic alliance value.

详细信息   

• 作者：Jones ; Rachel Collins.
• 学历：Doctor
• 年：2002
• 导师：Powers, Thomas L.
• 毕业院校：The University of Alabama
• 专业：Business Administration, Management.;Health Sciences, Health Care Management.
• ISBN：0493676856
• CBH：3053269
• Country：USA
• 语种：English
• FileSize：8639060
• Pages：263

文摘

The purpose of this dissertation was to examine the creation of value in strategic alliances. The means-end approach to value was used to derive means-end hierarchies or the attributes, consequences, and desired end states that alliance partners use to evaluate their partnerships.;Qualitative data were collected using structured interviews of pharmaceutical and biotechnology firms, based on the laddering technique, to create means-end hierarchies. Questionnaires were formed to gather quantitative data on the alliance value factors in these hierarchies. An expert panel and a pilot were used to construct measures for the value factors, and a final questionnaire was sent. Data were analyzed to judge the importance and existence of alliance value factors, the impact of the alliance life cycle on the importance and existence of alliance value factors, and the ability of the presence of these factors to predict variance in the reported value that was provided from the alliance.;The results of this research showed support for the importance and existence of the alliance attributes, consequences, and desired end states uncovered in the interviews. Little support was found for the assertion that the importance or presence of these factors changes over the stages of the alliance life cycle. The regression model showed that 4 factors were significantly responsible at the probability level of <.05 in predicting value in the biotech and pharmaceutical data sets combined: sacrifice of control, communication, cooperation, and generation of shareholder value. When run on the biotech data set, 7 factors emerged as significant predictors of value at the probability level of <.05: social bonds, a win-win approach, sacrifice of control, partner power, cooperation, trust, and generation of shareholder value.;The results of this study contribute greatly to the existent literature on the topic of strategic alliances. First, no previous empirical study has refuted the concept of the alliance life cycle. Second, this was the first successful use of the means-end model to elicit firm level means-end hierarchy data from decision makers. Practitioners can gain from this knowledge as well, as they can use it to create more value from their alliances.