Choosing Organizational Modes of Strategic Technology Partnering: International and Sectoral Differences
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Abstract. This paper focuses on internationalstrategic technology andthechoicethatcompanieshavein termsof theorganizpartnerships, ational mode, either through complex inter-organizationalmodes involvingequity-sharing,or contractualnon-equityalliances.The empiricalresultsshowthat the choiceof particularmodeof cooperation varieswiththe technologicalcharacteristicsof sectorsof industry.Joint venturesare disproportionately representedin relativelymatureindustries.Contractualalliancesdominatestrategictechnologypartneringin so-calledhigh-techindustries. INTRODUCTION In this paper, we study internationaland sectoral determinantsof interorganizational,strategictechnologypartnering.Wedefinestrategictechnology partneringas inter-firmcooperationfor whicha combinedinnovativetechnologicalactivityor an exchangeof technologyis at least part of an agreement [Contractorand Lorange1988;Hagedoorn1993].Thesestrategictechnology alliances can be divided in two basic categories.The first concerns interorganizationalmodes of technologycooperationthat involveequity sharing, in particularjoint ventures and jointly owned researchcorporations.The second category involves contractualalliancesthat cover a relativelylarge group of partnershipswithout equity sharing, such as joint development agreements,joint researchpacts,crosslicensing,second-sourcingagreements, mutualsecond-sourcing,and R&D contracts. *John Hagedoorn is Professorof InternationalBusiness at the Universityof Limburgat Maastricht,the Netherlands.His researchinterestscenter on internationalcompetition, strategicalliances,mergersand acquisitionsandtechnologicaldevelopment.His researchhas appearedin Strategic Management Journal, Journal of Management Studies, Research Policy, WorldDevelopment, International Journal of Technology Management, Journal of Common Market Studies, and Technovation.
**RajneeshNarula is Assistant Professor of InternationalBusiness at the University of Limburgat Maastricht,the Netherlands.His researchinterestsincludeforeigndirectinvestment,strategicalliancesand technologicaldevelopment.His researchhas appearedin Essays in International Business, International Studies of Management and Organization, and Management International Review. The authorswouldliketo thankGeertDuystersand Marcvan Ekertfortheirassistanceand FranzPalm for his valuablecommentsregardingsomemethodologicaltopics.Commentsby threeanonymousreferees havealsoundoubtedlyimprovedthepaper.Theusualdisclaimerapplies. Received:August1994;Revised:February,June& September1995;Accepted:September1995. 265
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JOURNAL OF INTERNATIONALBUSINESSSTUDIES, SECOND QUARTER1996
Strategictechnologypartnershipsthatinvolveequitysharingtendto possessa governancestructurewith a new administrativeelement while contractual alliancesdo not. The categorizationof strategicalliancesinto thesetwo major modes is supportedby recent researchthat suggests that these mode
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