Strategic alliances, organisational learning and new product development: the cases of Rover and Seat

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Show simple item record Álvarez, María José González de la Fe, Pedro 2011-12-12T18:13:16Z 2011-12-12T18:13:16Z 1999-10
dc.identifier.bibliographicCitation R & D Management, 1999, v. 29, n. 4, pp. 391-404
dc.description.abstract The importance of the automotive industry in the global economy is widely recognised. The sector has undergone enormous changes in order to prepare for the fierce competition of the 21st century. Among these transformations, the most relevant are those technologies developed for the rapid evolution of activities linked to new designs, new products, and new manufacturing processes and systems. Innovative Japanese carmakers have stimulated international performance comparisons in these activities. International technology alliances may be one way of gaining access to new competitive technologies. Risks and costs associated with new product development can be shared among the partners and more effective use can be made of manufacturing facilities and production capabilities. Sometimes, an alliance agreement may lead to the deployment of new capabilities. However, in spite of this potential, the literature presents the success rate of alliances at less than 50%. Our study considers two examples of companies that developed international joint ventures (IJVs): Rover with Honda, and Seat with Volkswagen. Since these two European peripheral companies, Rover and Seat, no longer remain as independent firms, we are interested in identifying the reasons leading to the success or failure of these IJVs as regards the New Product Development (NPD) process. In particular, in both cases the paper looks at the problems of the weaker partner becoming increasingly dependent on the other partner and the need for a well-defined strategy to benefit from IJVs.
dc.description.sponsorship This research is partially funded by the Spanish Ministry of Educación y Cultura, Dirección General de Enseñanza Superior (DGES) projects PB94-0372, PB97-0089, and PR95-583
dc.format.mimetype application/pdf
dc.language.iso eng
dc.publisher Blackwell
dc.subject.other Alianzas estratégicas
dc.subject.other desarrollo de productos
dc.subject.other Rover
dc.subject.other Seat
dc.title Strategic alliances, organisational learning and new product development: the cases of Rover and Seat
dc.type research article
dc.description.status Publicado
dc.subject.eciencia Empresa
dc.identifier.doi 10.1111/1467-9310.00149
dc.rights.accessRights open access
dc.identifier.publicationfirstpage 391
dc.identifier.publicationissue 4
dc.identifier.publicationlastpage 404
dc.identifier.publicationtitle R & D Management
dc.identifier.publicationvolume 29
dc.affiliation.dpto UC3M. Departamento de Economía de la Empresa
dc.type.hasVersion AM
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