Essays in management of technology : collaborative strategies for the American technology industries

A dynamic theory relating alliances and acquisitions to the evolution of technology and market structure is proposed. Three case studies demonstrate how companies used different alliance and acquisition strategies as technology and the market evolved. Data from the semiconductor and computer hardware industries is presented as empirical evidence in support of the proposed technological life cycle model. The literature of alliances and acquisitions is reviewed and further empirical studies of the economics of the strategic alliances are conducted. As a technology evolves, the high-technology companies that use it or sell it in the marketplace face a changing set of challenges and priorities. The decision to form alliances or make acquisitions relies not only on firm-specific competencies and needs, but also on the evolution of technology and market structure. A firm's propensity to ally or acquire is related to the growth rate of the market, changes in products and processes, the need for resources, its market position relative to its competitors, and the availability of alliance partners and acquisition targets.

Department dc:contributor.department

Massachusetts Institute of Technology. Department of Political Science

Grantor dc:publisher

Massachusetts Institute of Technology

Year dc:date.issued

2000

Author dc:creator

• Liu, Wenyun, 1971-

Advisor dc:contributor.advisor

• Stephen Ansolabehere.

• Political Science.

Statement dc:rights

• M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission.

Licence dc:rights.uri

• http://dspace.mit.edu/handle/1721.1/7582

Language dc:language.iso

eng

Handle dc:identifier.uri

http://hdl.handle.net/1721.1/8973

OAI identifier oai:identifier

oai:dspace.mit.edu:1721.1/8973