Abstract
PurposeThe purpose of this paper is to investigate the strategic intentions of strategic alliances in technology industries.Design/methodology/approachThis paper mainly uses case studies as its methodology.FindingsThis paper depicts how the possibilities of firms sharing resources, costs and risks decrease when industry changes grow frequently and unpredictably. More importantly, this study suggests that in technology industries, firms use strategic alliances to keep their existing marketing strategies intact.Research limitations/implicationsFor future studies, the authors will develop and test hypotheses based on the arguments of this paper.Practical implicationsFindings of this paper contradict business executives’ common sense but have important implications for them to manage their strategic alliances.Originality/valueFindings of this paper contradict the traditional belief of strategic alliances and thus advance the knowledge on strategic alliances.
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