Asymmetric performance: the market share impact of scale and link alliances in the global auto industry - Archive ouverte HAL Access content directly
Journal Articles Strategic Management Journal Year : 2004

Asymmetric performance: the market share impact of scale and link alliances in the global auto industry

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Abstract

This study investigates how participating in strategic alliances with rivals affects the relative competitive positions of the partner firms. The paper builds on studies that show significant differences in the outcomes of scale and link alliances. The study argues that the more asymmetric outcomes of link alliances translate into greater changes in the relative market shares of the partner firms, due to unbalanced opportunities for inter-partner learning and learning by doing. We find support for this argument by examining 135 alliances among competing firms in the global automobile industry, from 1966 to 1995

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hal-00458748 , version 1 (22-02-2010)

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Bernard Garrette, Pierre Dussauge, W. Mitchell. Asymmetric performance: the market share impact of scale and link alliances in the global auto industry. Strategic Management Journal, 2004, Vol. 25, n° 7, pp. 701-711. ⟨10.1002/smj.416⟩. ⟨hal-00458748⟩

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