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Research on strategic alliances is concerned with two issues: continuation and reconfiguration. Building on prior research that examines the two issues separately, the paper studies them simultaneously. This paper aims to investigate how strategic alliances may exert the synergetic effect between dynamics and stability as well as to discuss the dynamic evolution process and influence factors of strategic alliances.

This paper describes the construction of a two-party evolutionary game model of alliance and partners. The model is used to analyze the evolution process of synergetic mechanism to determine when to terminate and when to continue with a partnership. Further, numerical simulation is used to quantify the results and to gain insight into the effects of various factors on the dynamic evolution of the synergetic mechanism.

This paper reveals several synergetic states of dynamics and stability in the alliances. The results show that synergy states are positively affected by the collaborative innovation benefits, alliance management capability, the intensity of intellectual property protection, liquidated damages and reputation losses, and negatively affected by the absorptive capacity of partners.

The study helps the alliance to achieve long-term development as well as to balance the paradoxical relationship. The results suggest that managers of strategic alliances should focus on building strong and long-term relationships in order to achieve high performance innovations. Managers should also pay close attention to their partners’ behaviors in previous alliances.

This paper provides new insights into the paradoxical relationship in alliance by revealing the evolution of synergetic mechanism between dynamics and stability. The results remind alliances to understand the relationship between dynamics and stability and to notice the influence factors of synergistic effects when they are making decisions.

Here we consider the various ways in which airlines integrate their business activities. The thin markets, long distances, poor infrastructure, and challenging terrain over which many airlines based in developing countries operate can make it difficult to reap the economies of scale, scope, and density that carriers in more developed nations enjoy. There also remain institutional barriers to cross border trade in airline services. As a response to this, airlines from developing regions “cooperate” in a number of ways. This may involve multinational ownership, code sharing, or joint ventures. The rationale for these actions, together with discussion of the outcomes of some of them, is considered here.

Alliances between companies are an example of a collaborative strategy adopted in anticipation of highly uncertain markets. Since 1980, the commercial airline industry has been affected by a progressive liberalization worldwide. In this historical context, most airlines reacted with defensive movements in the face of high competition. In the case of airlines in the Spanish market, one of the largest in the world due to the weight of the tourism sector in its economy, airlines responded in various ways to the intensification of competition. Iberia, the main Spanish airline, established different defensive alliance policies. In the 1980s, alliances were mainly collaborative. Since 1998, airline alliances have become coopetitive in nature, as was the case with the creation of One World group (American Airlines, British Airways, Cathay Pacific, Qantas and Iberia). The partners began to interact in a more horizontal way, maintaining various agreements (code-sharing, handling, schedule coordination, shared sales, fleet maintenance) without renouncing their independence in the face of global competition. Iberia has subsequently modified the composition of its portfolio to move towards a more vertical collaboration with the integration into the IAG Group (Iberia, British Airways, Air Lingus and Vueling). This second phase is a quest to increase market power with deep changes in the nature of its alliances while maintaining coopetitive alliances.

This chapter focuses on the relationship between biotechnology start-ups and larger pharmaceutical corporations when they work as partners in innovation strategic alliances. For three decades, these companies have become major players in innovation in the health sector. This means that the development of many products is a result of the cooperation they carry out. However, due to the great differences between these companies, certain problems can often arise. More specifically, our analysis explores the perceptions of the achievement expected by each partner. This is an important aspect to determine the satisfaction of these firms among strategic alliance. The authors follow qualitative methods to address the topic, conducting personal interviews with managers of these companies. Our findings reveal the concrete facts that can prevent reaching the proposed goals of these partners as well as stress the crucial importance of the human aspect to mitigate potential problems.

Strategic alliances play a key role in a company’s growth strategy. They are an alternative to the organic option of creating a new company from scratch and a less risky option than conducting a merger or an acquisition. For five years, most recently in 2022, the results of PwC’s 22nd Annual CEO Survey have shown that 40% of U.S. CEOs plan to enter into a new strategic alliance or joint venture to boost their company’s growth or profitability in the coming year. These operations demand a high level of trust, collaboration and equitable risk-sharing, as well as autonomy granted to both firms. Through an in-depth case study, this study aims to reveal how an alliance was formed between two companies, navigating between entrepreneurial experience and the co-construction of a network to share a technological tool.

The author conducted several interviews with one of the founders of Beta France, and the author had access to a large amount of information on the launch of the entrepreneurial project.

The author presents the reasons for Beta France to join a network of alliances rather than entering into a joint venture. In doing so, the author emphasizes the importance of independence between actors as a key element triggering innovation.

This study points out how a fintech startup opens up perspectives for new digital market participants. The author lists the risks that CEOs joining an alliance must be aware of, and the author details how to avoid falling into an asymmetrical alliance by keeping a center of expertise that cannot be duplicated by other partners.

Intellectual capital (IC) is essential to the success of new technology-based firms. However, young firms only possess some of the resources and capabilities needed to develop, produce and market their innovative products and services. Hence, many form alliances to access complementary resources. This paper investigates the signaling effect of technology-based start-ups’ stock of IC on alliance formation.

This study analyzes primary data concerning specific classes of IC and the alliances formed. Data were collected from founders of 233 technology-based new ventures in the USA. Hypotheses were tested via hierarchical linear regression.

This study demonstrates that firms' IC, in the form of founders with doctorates and patents, is positively related to the classes of alliances formed. These stocks of IC send signals about credibility to the market for alliance partners, enabling the firms to form alliances and gain access to complementary resources. The number of founders with doctorates was positively related to R&D alliances and alliance partners in a similar place in the value chain as the focal firm. In contrast, the number of patents was positively related to total alliances, production-oriented alliances and alliances considered upstream from the focal firm.

This paper collects retrospective data from founders of technology-based new ventures. The research contributes to the literature with its results that founder human capital and patent portfolios are essential for technology-based firms' innovation and growth. However, little research has investigated how firms' possession of IC facilitates alliance formation. This paper investigates this connection explicitly.

This study aims to investigate the role of green strategic alliances (GSAs) in fostering a green shared vision (GSVis) and green shared value (GSV) and their impact on green organizational identity (GOI) and sustainability.

The authors employed structural equation modeling to analyze data collected through a 60-item questionnaire administered in Portugal and China, allowing the authors to test their theoretical model.

The findings of the authors' study indicate that green strategic alliances have a positive influence on the development of a GSVis and GSV in both countries. This, in turn, contributes to improved sustainability and the establishment of a GOI. Furthermore, the authors' results demonstrate that these alliances enhance GSV, resulting in enhanced sustainability performance and a stronger green identity, with a notable increase in awareness of environmental and social practices.

This article is innovative as it applies organizational learning and value creation theories to gain a deeper understanding of how alliances can shape the green identity of companies and contribute to their overall sustainability.

An alliance portfolio can help latecomer firms to acquire the necessary knowledge and resources to catch up with market leaders. However, how latecomer firms construct an alliance portfolio in terms of the nature of windows of opportunity has not been fully analyzed. This paper aims to explore how latecomer firms can build appropriate coalitions according to the nature of the window of opportunity to achieve technological catch-up in different catch-up phases.

Based on a longitudinal case study from 1984 to 2018 of Sunny Group, now a leading manufacturer of integrated optical components and products, this paper explores the process of technological catch-up of latecomer firms building different types of alliance portfolio in different windows of opportunity.

This paper finds that there is a sequence when latecomers build an alliance portfolio in the process of catch-up. When the uncertainty of opportunity increases, the governance mechanism of the alliance portfolio will change from contractual to equity-based. Also, latecomer firms build market-dominated and technology-dominated alliance portfolios to overcome their market and technology disadvantages, respectively.

These conclusions not only enrich the theory of latecomer catch-up from the perspective of windows of opportunity but also expand research on alliance portfolio processes from a temporal perspective.

Over the past decades, mainstream studies have generally indicated that new ventures could improve entrepreneurial performance by adopting strategic alliances (SAs). However, recently an increasing number of new ventures appear to not realize this objective using SAs at all times and may, rather, even be stuck in the survival trap. This dilemma indicates that the causal relationship between SAs and entrepreneurial performance in new ventures is not simply linear and rather a further complex nonlinear relationship. To handle this debate, this study attempted to reveal the nonlinear relationship of two types of SAs (technology alliances and market alliances) in new ventures with entrepreneurial performance (organizational growth and customer value). In addition, the moderating effect of transactive memory system (TMS) in the entrepreneurial team under the nonlinear relationship was explored.

This study established a research model by considering technology alliances and market alliances as two independent variables, organizational growth and customer value as two dimensions of entrepreneurial performance, and TMS as the moderators. The survey data collected from 207 Chinese new ventures was subjected to the hierarchical linear regression method for testing the proposed hypotheses.

The results revealed that there is an inverse U-shaped relationship between technology alliances and organizational growth, while the relationship between technology alliances and customer value was U-shaped. In addition, the relationship between market alliances and organizational growth was U-shaped, while an inverse U-shaped relationship was observed between market alliances and customer value. Finally, TMS was observed to positively moderate the U-shaped relationship between technology alliances and customer value as well as the U-shaped relationship between market alliances and organizational growth.

This study concluded that a nonlinear relationship between SAs and entrepreneurial performance existed in new ventures, which contributes to resolving the debate on whether new ventures could adopt SAs to improve entrepreneurial performance at all times. Specifically, the findings of this study would enrich the existing literature on the outcomes of SAs in new ventures through an evaluation of the effect of the inverse nonlinear relationship between technology alliances and market alliances on entrepreneurial performance (e.g. organizational growth and customer value). In addition, the findings of this study would extend the discussions about the conditions of the above causal relationship by introducing the TMS as the core moderator.

The purpose of this study is to identify papers that have produced the most significant impact on research on strategic alliances in the biotechnology industry. The authors attempt to illustrate the thematic evolution of its intellectual structure through 616 papers published between 1992 and 2021.

The present research methodology relies on three distinct techniques, implemented using SciMat software: (1) bibliometric techniques, (2) scientific map analysis and (3) content analysis of research documents from the Web of Science (WoS). In this manner, the authors analyse the intellectual structure of the field of strategic alliances in the biotechnology industry, tracking its evolution over a period of three decades.

The study emphasises the relevance of “innovation” as a key theme and identifies several potential areas for future research, which could serve as a foundation for further investigations.

This study represents a novel contribution to the literature as it is the first to use the SciMat tool to analyse strategic alliances in the biotechnology industry. This research reveals that while strategic alliances have been assessed extensively across various industries, some topics, such as the types and formation of alliances, have not been specifically studied in the biotechnology industry. These areas as well as the barriers and variables influencing the formation of alliances offer promising avenues for future research in this field.

本研究旨在確定對關於生物科技產業內的策略聯盟的探究產生極其顯著影響的學術論文。我們擬透過探討於1992年至2021年期間發表的616篇學術論文，去闡明策略聯盟的知識結構的主題演變。

研究依賴三個不同的技術來進行，並以SciMat 可視化軟件來做具體實施的工作。這三個技術為、(一) 文獻計量技術;(二) 科學製圖分析;和 (三) 就取自 Web of Science 的學術文章而進行的內容分析。我們採用這研究法，對在生物科技產業內的策略聯盟的知識結構進行分析，俾能對有關的知識結構的主題演變進行一個涵蓋三十載的跟蹤調查。

研究強調了創新，並視之為主要的主題的重要相關概念;研究亦確定了一些今後可供研究的潛在領域，這或許會成為進一步研究的基礎。

由於本研究是首個研究、使用SciMat這工具去分析在生物科技產業內的策略聯盟，故就有關的文獻而言，它給予新穎的貢獻。研究結果顯示，雖然策略聯盟已在各個不同的產業裡被廣泛評價，但在生物科技產業裡，一些如聯盟的種類和形成方式等的課題仍未得到適切的研究。這些課題，以及影響著聯盟的形成的障礙和變數，會為這領域內今後的學術研究、提供光明的途徑。