Value creation and the alliance experiences of dutch companies
This paper examines the effect on the market valuation of large Dutch companies following the announcements of international strategic alliances during the period 1985-1992. The effects are distinguished by type of alliance and country of origin of the partnering firms. While international strategic alliances are generally found to have a positive effect on a company's market value, strategicall and culturally distant foreign partners generate a strong negative effect. The results underscore the importance of conducting a strategic, operational and cultural audit of the partnering companies and the envisaged partnership. The audit needs to be taken as a starting point in developing the essential co-operation skills to make the alliance work and should become integrated within a comprehensive performance scorecard.
|Persistent URL||dx.doi.org/10.1016/j.lrp.2003.08.012, hdl.handle.net/1765/56703|
|Journal||Long Range Planning|
Sleuwaegen, L.I.E, Schep, K, den Hartog, G, & Commandeur, H.R. (2003). Value creation and the alliance experiences of dutch companies. Long Range Planning, 36(6), 533–542. doi:10.1016/j.lrp.2003.08.012