The Dynamics of Multimarket Competition in Exploration and Exploitation Activities

Anand, Jaideep; Mesquita, Luiz F.; Vassolo, Roberato S.

doi:10.5465/amj.2009.43670897

Cited by 96 publications

(103 citation statements)

References 68 publications

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“…After consulting researchers in the academic areas related to clinical trials, we conclude that market exploration orientation can be measured as changes in the therapy codes utilised by the firm. This point is further confirmed by the research conducted by Anand, Mesquita, and Vassolo (2009), where the authors interviewed industry executives, pharmacists, hospital doctors and clinicians before they concluded that 'each market represents, and is named after, a therapeutic treatment' (807) and, hence, a market referred to a therapeutic class. This raises the validity of this indicator of therapy code as market exploration orientation in this study.…”

Section: Methodsmentioning

confidence: 63%

Exploration and exploitation within and across intra-organisational domains and their reactions to firm-level failure

Su¹,

McNamara²

2012

Technology Analysis & Strategic Management

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This study examines the evolution of exploration and exploitation within intra-organisational domains, specifically, the technological and market knowledge domains in high-technology firms. It simultaneously tests the interaction between exploration and exploitation across domains. Furthermore, this paper examines the impact of firm-level failure experience on exploration and exploitation within each domain. Based on longitudinal analysis of crossnational panel data on drug development initiatives obtained from 191 biopharmaceutical firms from 1990 to 2008, we find a negative relationship between firms' innovation experience and exploration orientation within domains. Technological exploration and market exploration are competing with each other. We further find that failure experience stimulates technological search but not market search. This work contributes to the exploration and exploitation literature by extending domain separation to the internal context of an organisation theoretically and empirically. It further contributes by using performance feedback theory to explore the impact of failure on exploration and exploitation.

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Section: Methodsmentioning

confidence: 63%

Exploration and exploitation within and across intra-organisational domains and their reactions to firm-level failure

Su¹,

McNamara²

2012

Technology Analysis & Strategic Management

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“…Specifically, alliances that focus on discovery and development of new technology (such as R&D alliances) are coded as exploration alliances (Anand, Mesquita, & Vassolo, 2009), and other alliances that focus on marketing and resource utilization (such as licensing, marketing, and other supplying alliances) are treated as exploitation alliances. In some special cases where an alliance was created for both exploration and exploitation, we assign a weight of 0.5 to the coding.…”

Section: Independent Variablesmentioning

confidence: 99%

Behind M&As in China and the United States: Networks, learning, and institutions

et al. 2010

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“…In our study, clear market definitions are important because firms defined to be a pharmaceutical firm's rivals should be actual, meaningful competitors whose products are substitutes for those of the pharmaceutical firm. Defining markets by therapeutic classes is widely-accepted and commonly-used by U.S. government authorities, industry players, and academic researchers (Anand, Mesquita, & Vassolo, 2009;Lerner, 1997;Rothaermel, 2001;Vassolo, Anand, & Folta, 2004).…”

Section: Data and Samplementioning

confidence: 99%

“…We matched the first level of the ATC Classification System (e.g., cardiovascular system, dermatologicals) to the therapeutic class of the R&D alliance as reported by Recap to determine whether the sales were in the product market corresponding to therapeutic area of the R&D alliance (Anand et al, 2009). Based on this information, we measured the independent variable, Risk from Partner-Rival Co-location, by calculating the weighted average of the aggregate market shares held by the nearby rivals in the focal product markets (i.e., therapeutic classes) of the R&D alliance.…”

mentioning

confidence: 99%

Geographic Co-location of Partners and Rivals: Implications for the Design of R&D Alliances

Ryu¹,

McCann

Reuer

2018

AMJ

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This study advances previous research on the competitive aspects of R&D collaborations that has been mainly interested in knowledge protection concerns in alliances between direct rivals. We join the alliance and agglomeration literatures and argue that geographic co-location between a focal firm's partner and rivals introduces potential indirect paths of knowledge leakage to rivals.Geographic co-location creates significant risks of unintentional knowledge spillovers to rivals while it also increases the likelihood of transactions between the partner firm and the rivals in which firm knowledge can be misappropriated. As a consequence of these risks associated with the co-location of partners and rivals, the focal firm is more likely to employ defense mechanisms when designing alliances. In particular, the focal firm will use equity structures to provide greater monitoring, control, and incentive alignment and will reduce the alliance's scope as well as task interdependence to address knowledge leakage concerns.

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The Dynamics of Multimarket Competition in Exploration and Exploitation Activities

Cited by 96 publications

References 68 publications

Exploration and exploitation within and across intra-organisational domains and their reactions to firm-level failure

Exploration and exploitation within and across intra-organisational domains and their reactions to firm-level failure

Behind M&As in China and the United States: Networks, learning, and institutions

Geographic Co-location of Partners and Rivals: Implications for the Design of R&D Alliances

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