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Issue 5(1), October 2010 -- Paper Abstracts

Girard  (p. 9-22)

Cooper (p. 23-32)

Kunz-Osborne (p. 33-41)

Coulmas-Law (p.42-46)

Stasio (p. 47-56)

Albert-Valette-Florence (p.57-63)

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Nonis-Hudson-Hunt (p. 95-106)

JOURNAL OF MANAGEMENT POLICY AND PRACTICE

The Impact of Exit Decisions on Successful R&D Alliances

Author(s): David Epstein, Robert T. Keller

Citation: David Epstein, Robert T. Keller, (2012) "The Impact of Exit Decisions on Successful R&D Alliances," Journal of Management Policy and Practice, Vol. 13, Iss. 4, pp. 50 - 60

Article Type: Research paper

Publisher: North American Business Press

Abstract:

In this paper, we focus on the impact of exit decisions on successful R&D alliances. Specifically, we investigate how product exit choices influence the firm’s entry into successful strategic alliances. This longitudinal study examines 10 years of product development in the pharmaceutical industry over a sample of 87 firms. Our findings reveal that firms exiting declining research fields are more likely to form successful R&D alliances than firms expanding into these declining fields.