2026-09-19T11:13:04Zhttps://dspace.mit.edu/server/oai/requestoai:dspace.mit.edu:1721.1/89732022-01-13T07:54:42Zcom_1721.1_7582com_1721.1_7581col_1721.1_131022
Stephen Ansolabehere.
Liu, Wenyun, 1971-
Massachusetts Institute of Technology. Dept. of Political Science.
Massachusetts Institute of Technology. Department of Political Science
2005-09-27T19:35:53Z
2005-09-27T19:35:53Z
2000
2000
http://hdl.handle.net/1721.1/8973
47079099
Thesis (Ph.D.)--Massachusetts Institute of Technology, Dept. of Political Science, 2000.
Includes bibliographical references.
A dynamic theory relating alliances and acquisitions to the evolution of technology and market structure is proposed. Three case studies demonstrate how companies used different alliance and acquisition strategies as technology and the market evolved. Data from the semiconductor and computer hardware industries is presented as empirical evidence in support of the proposed technological life cycle model. The literature of alliances and acquisitions is reviewed and further empirical studies of the economics of the strategic alliances are conducted. As a technology evolves, the high-technology companies that use it or sell it in the marketplace face a changing set of challenges and priorities. The decision to form alliances or make acquisitions relies not only on firm-specific competencies and needs, but also on the evolution of technology and market structure. A firm's propensity to ally or acquire is related to the growth rate of the market, changes in products and processes, the need for resources, its market position relative to its competitors, and the availability of alliance partners and acquisition targets.
by Wenyun Liu.
Ph.D.
129 leaves
12451247 bytes
12451005 bytes
application/pdf
application/pdf
eng
Massachusetts Institute of Technology
M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission.
http://dspace.mit.edu/handle/1721.1/7582
Political Science.
Essays in management of technology : collaborative strategies for the American technology industries
Collaborative strategies for the American technology industries
Thesis
application/pdf
false
Publication
unknown
unknown
<Publication xmlns="https://www.openaire.eu/cerif-profile/1.1/" id="75c40f52-8c6a-4c17-870d-ed9160a1229e">
<Type xmlns="https://www.openaire.eu/cerif-profile/vocab/COAR_Publication_Types">http://purl.org/coar/resource_type/c_1843</Type>
<Language>eng</Language>
<Title>Essays in management of technology : collaborative strategies for the American technology industries</Title>
<Subtitle>Collaborative strategies for the American technology industries</Subtitle>
<PublishedIn>
<Publication>
</Publication>
</PublishedIn>
<PublicationDate>2000</PublicationDate>
<Authors>
<Author>
<DisplayName>Liu, Wenyun, 1971-</DisplayName>
<Affiliation>
<OrgUnit>
</OrgUnit>
</Affiliation>
</Author>
</Authors>
<Editors>
</Editors>
<Publishers>
<Publisher>
<DisplayName>Massachusetts Institute of Technology</DisplayName>
<OrgUnit />
</Publisher>
</Publishers>
<License>http://dspace.mit.edu/handle/1721.1/7582</License>
<Keyword>Political Science.</Keyword>
<Abstract>A dynamic theory relating alliances and acquisitions to the evolution of technology and market structure is proposed. Three case studies demonstrate how companies used different alliance and acquisition strategies as technology and the market evolved. Data from the semiconductor and computer hardware industries is presented as empirical evidence in support of the proposed technological life cycle model. The literature of alliances and acquisitions is reviewed and further empirical studies of the economics of the strategic alliances are conducted. As a technology evolves, the high-technology companies that use it or sell it in the marketplace face a changing set of challenges and priorities. The decision to form alliances or make acquisitions relies not only on firm-specific competencies and needs, but also on the evolution of technology and market structure. A firm's propensity to ally or acquire is related to the growth rate of the market, changes in products and processes, the need for resources, its market position relative to its competitors, and the availability of alliance partners and acquisition targets.</Abstract>
<Access xmlns="http://purl.org/coar/access_right"
>
</Access>
</Publication>