Co-evolutionary dynamics in strategic alliances: The influence of the industry lifestyle
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This article examines the application of co-evolutionary theory to the way in which firms form, perform, compete and change within alliance relationships over the period of the industry life cycle. This extends the work of Volberda and Lewin who extensively critiqued the use of single-theme explanations for explaining the adaption and selection of firms. Delineating the aspects of change (adaptation) and selection, and using case material from different stages of the Industry life cycle, we propose that co-evolution is a better explanator of strategic alliance and industry dynamics at early and late stages of the cycle, whilst evolution and survival of the fittest is more useful in the middle stages.
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Rice, J.; Galvin, Peter (2006)Industry Life Cycles (ILCs) have been proposed as a means of analyzing the processes of company entry and exit in competitive industries. This paper utilizes ILC approaches to better understand the changing rationales for ...
Rice, J.; Liao, T.; Martin, N.; Galvin, Peter (2012)Abstract: Strategic alliance research emerged to explain alliance formation based upon transaction cost minimisation and opportunism reduction. Later research, and early research from Japan, emphasised the role of alliances ...
Rice, J.; Liao, T.; Martin, N.; Galvin, Peter (2012)Abstract: Strategic alliance research emerged to explain alliance formation based upon transaction cost minimisationand opportunism reduction. Later research, and early research from Japan, emphasised the role of alliances ...