LEARNING FROM REPEATED ALLIANCES AND ITS EFFECT ON PERFORMANCE: AN EMPIRICAL EXTENSION

초록

Hyung-Deok Shin(1), Maheshkumar P. Joshi(2), Andrew Inkpen(3) LEARNING FROM REPEATED ALLIANCES AND ITS EFFECT ON PERFORMANCE: AN EMPIRICAL EXTENSION Despite the growing interest in organizational learning and alliances various research questions remain unexplored. As an extension of the previous works by Sampson (2005) and Hoang and Rothaermel (2005), we propose that repeated alliances generate learning and subsequently improve firm performance when the number of alliances either with the same partner or with the same type of alliances increases. Our study includes 539 repeated alliances formed by 69 US biotechnology firms from 1982 to 1997. We find a consistent and strong support that repeated alliances with seine partners impact the firm performance.

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