Session 248

Cooperation and Industry Contingencies

Track N

Date: Tuesday, October 9, 2012


Time: 08:00 – 09:15

Common Ground

Room: Club H


  • Dovev Lavie, Technion-Israel Institute of Technology

Title: Coopetition in Precompetitive R&D: Which Determinants Of Emergence and Success? The Case of the Cluster Celtic-plus


  • Andre Nemeh, ESC Rennes School of Business
  • Saïd Yami, Lille1 University

Abstract: Several studies have indicated the importance of coopetition as a strategy for value creation. However, research on the determinants of its emergence and success are based exclusively on the traditional relational factors and do not consider specifically coopetition. Precompetitive R&D programs represent a context which is particularly favorable for this type of collaboration. Within the pan-European program Eureka, we study the case of the cluster Celtic-Plus which is specialized in wireless telecommunications.
The results of this qualitative in-depth case study shows that for coopetitive projects to emerge and to succeed, a number of factors are necessary: a favorable context for collaboration, research-oriented objectives, consistence with the strategy of member firms and a portfolio of R&D projects represented in several R&D programs (European, national and regional).

Title: Does the “Plural Form” Enhance Performance? Evidence from the U.S. Hotel Industry


  • Jérôme Barthelemy, ESSEC Business School

Abstract: Most franchisors simultaneously use franchised and company-owned outlets. While the decision to expand through franchising or company ownership is often treated in either-or terms at the outlet level, franchisors may deliberately choose to use both franchised and company-owned outlets because of synergistic effects at the chain level. Using data from the U.S. hotel industry, I find evidence that franchisors using the “plural form” consistently outperform their fully-franchised competitors.

Title: Environmental Jolts and Interorganizational Network Dynamics: Evidence from the Global Airline Industry


  • Leonardo Corbo, Catholic University of Portugal
  • Simone Ferriani, University of Bologna
  • Raffaele Corrado, University of Bologna

Abstract: Partner selection is critical to network theory, as it is a fundamental driver of network stability and change. Despite the advances in our understanding of the reasons driving firms partner selection, most studies present two major weaknesses: the assumption of stability and the focus on one level of analysis. To overcome those issues we introduce the concept of environmental jolt and test how it influences well established network mechanisms at dyadic and triadic levels of analysis by using panel data social network analysis program SIENA. The empirical setting is the global airline industry, which can be regarded as a constantly changing network of alliances. Findings suggest that jolts are an important predictor of network change and should be incorporated in studies of network dynamics.

Title: IP Licensing: How to Structure a Good Deal


  • Francesco Baldi, LUISS Guido Carli University
  • Lenos Trigeorgis, University of Cyprus

Abstract: This article deals with how to best structure an IP licensing agreement taking account of embedded optionalities and other terms negotiated between licensor and licensee, presented via a case study involving a French biotech, Cerep. We present a comprehensive real options approach to: (a) appraise the IP asset capturing the value of optionality embedded in the underlying drug R&D program; (b) consider the licensor and licensee perspectives in negotiating the terms of the IP licensing agreement providing guidelines on how to determine its optimal remuneration structure reflecting a fair sharing of project value and embedded optionality among the parties; (c) offer a tool for IP portfolio management that helps a licensor prioritize internal R&D projects accounting for managerial flexibility and optimal licensing design under uncertainty.

Title: When Alliances Make a Difference: The Role of Strategic Group Membership


  • Zied Guedri, EMLYON Business School
  • Rand Gerges Yammine, Stanford University

Abstract: This study investigates how the interaction between strategic group membership and network of alliances influences firm performance. We argue that the effects of density of ties and role equivalence on firm performance matters more for members of strategic groups protected by the highest mobility barriers in the industry than for members of strategic groups ranking lower on the mobility barriers spectrum. We test our hypotheses in the context of the international airline industry over the period 1996-2010. Our findings indicate that the network of alliances impacts the performance of strategic group members asymmetrically. The higher the mobility barriers protecting the group, the stronger the performance benefits of alliance networks.

Title: Why Do Firms Enter Illegal Alliances? An Analysis of Cartels\' Antecedents


  • Olivier Bertrand, SKEMA Business School
  • Evgenia Fedorova, McKinsey & Company
  • Fabrice Lumineau, Purdue University

Abstract: Scholars in strategy management have devoted considerable attention to explain firms’ motivations to enter an alliance with an external partner. However, this literature has traditionally focused—in an implicit way—on allowed alliances. We still do not know much about the motivations of firms to enter illegal alliances. In this study, we bring together the industrial organization literature and the literature on organizational misconduct to analyze the motivations of firms to enter illegal alliances. Using a sample of cartels in the European Union, our empirical analysis gives support to our main arguments: the propensity to enter an illegal alliance is driven by firm-level, industry-level, and environment-level factors.

All Sessions in Track N...

Sun: 08:00 – 09:15
Session 100: Interdisciplinary Perspectives on Cooperative Strategies
Sun: 09:30 – 10:45
Session 101: Practicing Cooperative Strategies
Sun: 11:15 – 12:30
Session 102: Research Methods in Cooperative Strategies
Sun: 15:15 – 16:30
Session 46: Value Creation and Capture in Alliances
Mon: 08:00 – 09:15
Session 44: Network Contingencies and Alliance Performance
Mon: 09:30 – 10:45
Session 50: Trust and Relational Governance
Mon: 13:30 – 14:45
Session 45: New Perspectives on Alliance Termination
Mon: 16:30 – 17:45
Session 51: Resource- and Knowledge-Based Views of Cooperative Strategies
Tue: 08:00 – 09:15
Session 248: Cooperation and Industry Contingencies
Tue: 11:00 – 12:15
Session 247: Cooperative Strategies
Tue: 14:15 – 15:30
Session 48: Managing Alliance Dynamics
Tue: 15:45 – 17:00
Session 49: Organizational Learning and Alliances
Tue: 17:30 – 18:45
Session 47: Governing and Managing High-Tech Collaborations

Strategic Management Society