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The Influence of Technological Knowledge Base and Organizational Structure on Technology Collaboration
Author(s) -
Zhang Jing,
BadenFuller Charles
Publication year - 2010
Publication title -
journal of management studies
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 4.398
H-Index - 184
eISSN - 1467-6486
pISSN - 0022-2380
DOI - 10.1111/j.1467-6486.2009.00885.x
Subject(s) - alliance , knowledge base , business , industrial organization , knowledge management , base (topology) , marketing , computer science , political science , mathematics , world wide web , law , mathematical analysis
This study investigates how an incumbent company's internal characteristics influence its propensity to form learning alliances. A firm may be reluctant to enter a research alliance when it has deep knowledge in a certain technological field due to concerns about knowledge leakage and the low possibility of being able to learn much from collaboration. On the contrary, when the firm has a broad knowledge base, it may have high propensity to enter alliances due to more self‐confidence in its ability to learn fast from partners. In addition, we argue that when a firm concentrates its R&D at a central location, this neutralizes the positive and negative influences of the two knowledge base features on alliance formation. We tested and found support for the hypotheses using a database of 1550 alliances undertaken by 78 large incumbent pharmaceutical, chemical, and agro‐food companies active in the biotechnology sector during 1993–2002.