Analyzing the Effects of Knowledge Resource Complementarity Structures on the Choice between Strategic Alliances and Merge and Acquisitions (M&As) in Information Technology Industries

Abstract

The information technologies industry is now experiencing a rebirth of strong stable growth. However, very few studies have examined performance implications of strategic alliance or merger and acquisition from a knowledge-based view. Furthermore, none of these studies have investigated resource complementarities and alliance or merger and acquisition motive as potential sources of firm performance. This paper extends upon current knowledge-based literature to discover and explore linkages between resource complementarities and firm performance of strategic alliances or merger acquisitions. This study finds that strategic alliance and merger and acquisition announcements have provided abnormal positive returns of production alliances and merger and acquisition. This study can be used as a stepping stone for selection of strategic alliance or merger and acquisition.