Considers two forms of strategic alliances, technological and marketing, and examines how these alliances foster formation and maintenance of intellectual capital. Empirical evidence suggests that on average, strategic alliances do create value for shareholders that is consistent with the creation of intellectual capital. Between the two, technological alliances are potentially more beneficial than marketing alliances, and more likely to create intellectual capital. Empirical evidence is consistent with the notion that the gains from alliances are not shared equally by all the partners. When intellectual capital is created by the smaller or financially weaker partner, the return may be appropriately captured by the owner of such capital through strategic alliances. However, if the intellectual capital is created by the larger or financially stronger firm which moves first in an alliance relationship, the return on this intellectual capital may be subject to opportunistic exploitation by the late moving partner.
Journal of Intellectual Capital – Emerald Publishing
Published: Mar 1, 2003
Keywords: Intellectual capital; Marketing; Alliances; Strategic alliances; Technology; Value analysis
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