000			01176pab a2200169 454500
008			180718b2002 xxu||||| |||| 00| 0 eng d
100			_aHagedoorn, John
245			_aExternal sources of innovative capabilities: the preference for strategic alliances or mergers and acquisitions
260			_c2002
300			_ap.167-88.
362			_aMar
520			_aThis paper explores the preferences that companies have as they use alternative (quasi) external sources of innovative ocmpetencies such as strategic technology alliances, mergers and acquisitions, or a mix of these. These alternatives are studied in the context of distinct industrial, technological and international settings during the first half of the 1990s. Different strategies followed by companies and the role played by routinized sets of preferences are also taken into consideration. The analysis demonstrates that these options are influenced by both different environmental conditions and firm specific circumstances, such as those related to protecting core businesses. - Reproduced.
650			_aMergers
700			_aDuysters, Geert
773			_aJournal of Management Studies
909			_a53603
999			_c53603 _d53603