000			01858naa a2200205uu 4500
001			0042614445537
003			OSt
005			20190211171216.0
008			100426s2009 xx ||||gr |0|| 0 eng d
100	1		_aGARRETTE, Bernard _93953
245	1	0	_aHorizontal alliances as an alternative to autonomous production : _bproduct expansion mode choice in the worldwide aircraift industry 1945-2000
260			_aBognor Regis : _bWiley-Blackwell, _cAugust 2009
520	3		_aThis study investigates why firms choose to undertake product expansion through alliances with competitors rather than on their own. We highlight product heterogeneity as a determinant of this make or ally choice. We propose that firms turn to horizontal alliances in order to implement product expansion projects that require greater resources than those available to them. More precisely, we hypothesize that a firm is more likely to launch a new product through a horizontal alliance rather than autonomously when the resource requirements of the project are greater, the resources available to the firm are more limited, there is a mismatch between resource endowment and requirement, and the firm's collaborative competence allows it to better cope with the interorganizational concerns that collaboration with competitors raises. We find support for our arguments on a sample of 310 new aircraft developments launched between 1945 and 2000, either by a single prime contractor or as a horizontal alliance in which prime contractorship is shared with another industry incumbent.
700	1		_aCASTAÑER, Xavier _939671
700	1		_aDUSSAUGE, Pierre _919509
773	0	8	_tStrategic Management Journal _g30, 8, p. 885-894 _dBognor Regis : Wiley-Blackwell, August 2009 _xISSN 01432095 _w
942			_cS
998			_a20100426 _b1444^b _cDaiane
998			_a20100428 _b1702^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c32590 _d32590
041			_aeng