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Asymmetriska allianser: Två fallstudier av små teknikföretags strategiska allianser med stora samarbetspartners
2016 (Swedish)Independent thesis Advanced level (professional degree), 20 credits / 30 HE creditsStudent thesis
Abstract [en]

In order to develop a new product and thereafter commercialize this new product innovation you will need access to a whole lot of resources. However, small technology companies seldom have access to all of these recourses within the company. A strategy that has become increasingly more common among these small technology firms is therefore to form alliances with large enterprises. That is, a so called asymmetric alliance. Although this phenomenon have become increasingly more common, these asymmetric alliances have received less attention than alliances between established companies.In conceptual terms, an asymmetric alliance should provide significant benefits for both companies involved. The small technology firm gets access to the large company's resources while the large company can utilize the innovative capacity of the smaller firm. In practical terms, however, there is much more complicated to compile and operate this type of asymmetric alliance.’ Organizational culture, way of working and company structure often differ between large, established companies and small technology firms which creates a gap that may lead to obstacles during the cooperation.The purpose of this case study is to gain a deeper knowledge of why small technology firms choose to form strategic alliances with large enterprises for product development and commercialization, the challenges that may arise as well as how the challenges related to this type of asymmetrical alliance can be managed.Based on existing theories of strategic and asymmetrical alliances, data has been collected and analyzed from two small technology firms, both with the experience of strategic alliances with large enterprises for product development and commercialization. The collection of data was conducted by semi-structured interviews with senior executives from the case firms. The outcome of the collected data was compared to existing theory by within-case analyzes and compared against each other by a cross-case analysis. The result of the case study indicates that the reason why small technology firms choose to form strategic alliances with large enterprises, for product development and commercialization, as well as their strategies for managing the challenges related to this type of asymmetric alliance, largely correspond to the motives and strategies described in existing theory within strategic and asymmetrical alliances. However, this study revealed challenges that are not described in existing theory.The conclusions of this study reveals that small technology companies mainly form strategic alliances with large partners, for product development and commercialization, in order to complete their resource and capacity gap, which is a necessity in order for the small firms to continue developing and survive on the market. The main challenge outlined in the study is the continuous turnover of executives at the large alliance partner. This affects the relationships and implementation of the Alliance, as well as the organizational culture of the partner company. Identifying key individuals in the large company is also described as a challenge.The strategies highlighted in this study for managing challenges related to this type of asymmetric alliance is that the alliance partners must complement each other, have a common vision for cooperation, build a trust-based relationship by being honest and maintain a clear communication and lastly deal with issues and problems as soon as they arise.

Place, publisher, year, edition, pages
Keyword [en]
Social Behaviour Law
Keyword [sv]
Samhälls-, beteendevetenskap, juridik, Asymmetriska allianser, strategiska allianser, samarbete, stora samarbetspartners
URN: urn:nbn:se:ltu:diva-42334Local ID: 05b7078b-2546-49bb-aaab-3a0a15c7726bOAI: diva2:1015554
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Subject / course
Student thesis, at least 30 credits
Educational program
Industrial and Management Engineering, master's level
Validerat; 20160613 (global_studentproject_submitter)Available from: 2016-10-04 Created: 2016-10-04Bibliographically approved

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