Abstract
Alliances are recognized as an indispensable tool for managers operating in a global business environment, and as a fundamental stage of the internationalization process of the firm. Drawing on a co-evolutionary framework, this article investigates the mimetic and experiential effects in international alliance formation. We focus on a critical unresolved issue in the literature: what is the role of mimetic behavior and previous alliance experience in mitigating the uncertainty associated with engaging in cross-border operations? An event history analysis of 792 international marketing alliance formations initiated by 317 firms in the US pharmaceutical industry is employed to test the hypotheses. The findings of two different hazard rate models reveal significant complex effects of density and cross-border alliance experience on the propensity to engage in new international marketing alliances.
| Original language | English |
|---|---|
| Article number | N/A |
| Pages (from-to) | 301 - 320 |
| Number of pages | 20 |
| Journal | Journal of International Business Studies |
| Volume | 40 |
| Issue number | 2 |
| DOIs | |
| Publication status | Published - Feb 2009 |