With particular reference to the semiconductor industry, the analytical framework for strategic alliances is discussed. Strategic alliances are analysed from the perspective of exchange of management resources, with particular attention to the two concepts, ‘exchange’ and ‘resources’. These concepts are discussed in reference to the social exchange theory and the resource-based theory, respectively. Strategic alliances are classified according to the relationships between the resources exchanged (symmetrical versus asymmetrical) and between the alliance partners who exchange such resources (horizontal versus vertical). The Alliance Matrix is proposed, with each of the two axes corresponding to these two relationships. It is shown that this matrix is a useful tool to analyse the strategic reasoning of the firms behind their alliance activities. The matrix framework is validated using several case studies of alliances from the semiconductor industry, all of which are newly announced in 2002.
|Number of pages||18|
|Journal||International Journal of Business Performance Management|
|Publication status||Published - 1 Jan 2004|
- management resources
- strategic alliances