Abstract
The study seeks to understand the factors for selecting partners in technology alliances prevailing in the Brazilian chemical industry. The data comes from two successive stages. Based on the theory of resource-based view (RBV), together with qualitative evidences from a previous study carried out in the Brazilian petrochemical leader (analyzing 20 technological alliances with different kind of partners, and encompassing diverse types of projects - incremental, platforms, radical and basic science), it was possible to identify domains in the exploitation-exploration continuum and generate the conceptual model and the derived research hypotheses to be tested in the quantitative research, using a websurvey for data collection in the Brazilian chemical industry. By using the techniques of Multinomial Logistic Regression and Binomial Logistic Regression, the study outlines a series of relationships determining the most important selection factors depending on the type of partner and type of project. Finally, implications are discussed.
Highlights
Due to increased competition and the consequent need to have shorter deadlines to launch projects of products and services in one continuous flow, while worrying about introducing radical innovations in the long term, technological alliances have occupied increasing space in the agenda of business growth
This study was characterized by two sequential phases, the first qualitative and the second quantitative, each one with specific characteristics and purposes, namely: (I) Phase 1, of an exploratory and inductive nature, through one single case study built in order to deepen the constructs, identify variables and their operationalization and generate hypotheses to be tested, and (ii) Phase 2, of a descriptive and deductive nature, through field survey in the Brazilian chemical industry, in order to test the previously generated hypotheses
Complementarity of partners (C): the total complementarity is broken down into Technological Complementarity between the partners (TC) and Market Complementarity between the partners (MC). These constructs are formed by the Difference of Technological Familiarity (DTF) and Difference of Marketing Familiarity (DMF), which derive from the difference of the familiarities between the partner and the company
Summary
Due to increased competition and the consequent need to have shorter deadlines to launch projects of products and services in one continuous flow, while worrying about introducing radical innovations in the long term, technological alliances have occupied increasing space in the agenda of business growth. They provide risk mitigation in projects of greater uncertainty due to sharing of financial and project risks and by accessing the expertise of partners. The technological alliances have been widely used in development projects, and seem to bring the reduction of investment and return deadlines, by sharing resources, competences and risks between the partners. The business environment already has indelibly, a complex relational architecture, both formal and informal, which cannot exist without the presence of alliances, many of them with strategic connotation, which provide competitive advantages to partners
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Free) 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
