Abstract
This paper focuses on international strategic technology partnerships, and the choice that companies have in terms of the organizational mode, either through complex inter-organizational modes involving equity-sharing, or contractual non-equity alliances. The empirical results show that the choice of particular mode of cooperation varies with the technological characteristics of sectors of industry. Joint ventures are disproportionately represented in relatively mature industries. Contractual alliances dominate strategic technology partnering in so-called high-tech industries.
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*John Hagedoorn is Professor of International Business at the University of Limburg at Maastricht, the Netherlands. His research interests center on international competition, strategic alliances, mergers and acquisitions and technological development. His research has appeared in Strategic Management Journal, Journal of Management Studies, Research Policy, World Development, International Journal of Technology Management, Journal of Common Market Studies, and Technovation.
**Rajneesh Narula is Assistant Professor of International Business at the University of Limburg at Maastricht, the Netherlands. His research interests include foreign direct investment, strategic alliances and technological development. His research has appeared in Essays in International Business, International Studies of Management and Organization, and Management International Review.
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Hagedoorn, J., Narula, R. Choosing Organizational Modes of Strategic Technology Partnering: International and Sectoral Differences. J Int Bus Stud 27, 265–284 (1996). https://doi.org/10.1057/palgrave.jibs.8490135
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DOI: https://doi.org/10.1057/palgrave.jibs.8490135