Strategic alliances have generally been used to refer to
relationships that allow an organization to access the strengths
and capabilities of other organizations, with the organization
often focused on being the firm. The strategy behind such an
alliance is for each firm in the alliance to draw on the core
competencies of the other firm(s) with the goal of facilitating the
growth and development of each member. Strategic alliances have
long been studied from several perspectives, including the way in
which the alliance is brought about, alternative forms of
relationships that form the structure of the alliance, efficiency
gains from the alliance, and the life cycle of the alliance. The
strategic alliances that are now being observed are those that
involve partners other than firms. In many advanced nations,
strategic alliances are subsidized by the public sector in the
belief that they advance economic growth. One such form of this
public/private partnership involves universities as the public
partner; another form involves a government agency as the public
partner; and a third form involves both. This book transcends the
traditional approach to a strategic alliance. As such, this
collection might represent the locus of observational points that
make up a new frontier, re-defining the scope of research that
falls under the rubric of 'strategic alliances'. This book was
originally published as a special issue of Economics of Innovation
and New Technology.
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