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- Title
Asymmetric alliances between SMEs and large firms in the area of innovation: strategic determinants and cultural effects.
- Authors
BARABEL, Michel; MEIER, Olivier; SOPARNOT, Richard
- Abstract
An alliance may be called asymmetric when it involves co-operation between two companies with marked differences "in terms of resource portfolio and market position" (Chtourou and Laviolette, 2005, p. 2). Although such asymmetric exchanges are becoming very common, paradoxically, they have not been extensively studied (Harrigan, 1988) and their management remains especially complex (Kalaignanam et al, 2007). When such relations occur between companies that are asymmetric in terms of size, economic and financial strength, they are especially complicated since the stronger party generally seeks to acquire the critical know-how of the weaker party (Alvarez and Barney, 2001). The literature thus assumes a clear imbalance in such relationships that works in favour of the larger company (Chrysotome et al, 2005), with the smaller companies commonly subject to the opportunist behaviour of their larger partner (Osborn and Baughn, 1990). In general, research tends to highlight the potential risks for SMEs of entering into alliances with a stronger partner (Mouline, 2005).
- Subjects
SMALL business; BIG business; STRATEGIC alliances (Business); MARKET positioning; INVESTMENTS
- Publication
Gestion 2000, 2014, Vol 31, Issue 6, p86
- ISSN
0773-0543
- Publication type
Article
- DOI
10.3917/g2000.316.0087