文档介绍：Technovation 25 (2005) 1377–1387
ate/technovation
Collaboration and innovation: a review of the effects of mergers,
acquisitions and alliances on innovation
Ard-Pieter de Man*, Geert Duysters
Faculty of Technology Management, Eindhoven University of Technology, . Box 513, 5600 MB Eindhoven, herlands
1. Introduction if they intend to increase innovation? What specific
circumstances affect this choice? What type of alliance is
Over the past decades, a strong upheaval in the use of best suited to a particular situation? The absence of an
alternative forms anization gave way to increased exhausting overview of empirical findings so far, makes it
attention in the academic literature to the performance effects impossible to even begin answering these questions. Hence,
of, in particular, strategic alliances and mergers and acquisitions there is a necessity for a review of empirical studies on the
(M&A). Whereas mergers and acquisitions and strategic effect of M&A versus alliances on innovation.
alliances are primarily known for their ability to facilitate
entry into new markets and their effectiveness in achieving scale
and scope economies we would like to focus on their effects on 2. Trends in strategic technology alliances and M&A
the innovative performance panies involved.
In spite of the vast and rapidly growing body of literature The label ‘strategic alliance’ has been used to denote a
on the use and structure of strategic alliances and mergers variety of interfirm relationships (Hagedoorn and Osborn,
and acquisitions, there are hardly any studies that address 1997). We refer to strategic alliances as co-operative
the question of whether one mode of partnering is superior agreements in which two or more anizations
to the other in terms of strengthening the innovative team up in order to share reciprocal inputs while maintain-
capabilities of the partners involved. Moreover, no exten- ing their own corporate identities. Although strategic