Co-evolution of diverse elements interacting within a social ecosystem
Systems engineering for business process change
Exploring the origins of new transaction costs in connected societies
Trust in knowledge management and systems in organizations
Computational & Mathematical Organization Theory
Changing the Competitive Landscape: Continuous Innovation Through IT-Enabled Knowledge Capabilities
Information Systems Research
The Trap of Continual Ownership Change in International Equity Joint Ventures
Organization Science
Learning processes in municipal broadband projects: An absorptive capacity perspective
Telecommunications Policy
Microfoundations of Internal and External Absorptive Capacity Routines
Organization Science
International Journal of Information Technology and Management
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This paper proposes a co-evolutionary theory of strategic alliances. The paper proposes a framework which views strategic alliances in the context of the adaptation choices of a firm. Strategic alliances, in this view, are embedded in a firm's strategic portfolio, and co-evolve with the firm's strategy, the institutional, organizational and competitive environment, and with management intent for the alliance. Specifically, we argue that alliance intent may be described, at any time, as having either exploitation or exploration objectives. We further discuss how the morphology of an alliance-absorptive capacity, control, and identification-may be isomorphic with its intent, and, in the aggregate, drive the evolution of the population of alliances.