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Country—specific advantage and international cooperation

Country—specific advantage and international cooperation This paper tests the hypothesis that country‐specific advantage embedded in firms of a particular nationality is a motivation for international interfirm cooperation. A sample of domestic and international cooperative relationships formed by Japanese firms in the commercialization of biotechnology is used to identify factors which differentiate domestic from foreign partners. The findings support our hypothesis that country‐specific advantage is a significant variable in explaining differences between cooperative relationships with partners of different countries. The results of this study indicate that interfirm cooperation has implications for the international competitiveness of both firms and nations in high technology industries. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic Management Journal Wiley

Country—specific advantage and international cooperation

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Publisher
Wiley
Copyright
Copyright © 1991 John Wiley & Sons, Ltd.
ISSN
0143-2095
eISSN
1097-0266
DOI
10.1002/smj.4250120603
Publisher site
See Article on Publisher Site

Abstract

This paper tests the hypothesis that country‐specific advantage embedded in firms of a particular nationality is a motivation for international interfirm cooperation. A sample of domestic and international cooperative relationships formed by Japanese firms in the commercialization of biotechnology is used to identify factors which differentiate domestic from foreign partners. The findings support our hypothesis that country‐specific advantage is a significant variable in explaining differences between cooperative relationships with partners of different countries. The results of this study indicate that interfirm cooperation has implications for the international competitiveness of both firms and nations in high technology industries.

Journal

Strategic Management JournalWiley

Published: Sep 1, 1991

References

  • Inter‐firm technological collaboration: The case of Japanese biotechnology
    Roberts, Roberts; Mizouchi, Mizouchi
  • An empirical analysis of organizational strategies by entrepreneurial high‐technology firms
    Shan, Shan

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