Jeffrey J. Reuer

TL;DR: It is found that only partner-specific experience has a positive impact on alliance performance, and that this effect is stronger in the absence of equity-based governance mechanisms.

TL;DR: In contrast to prior studies examining strategic alliances as discrete governance structures (e.g., alliances vs. MA) rather, repeat collaborators are less likely to adopt contractual provisions that are informational in nature and are geared to the coordination of the alliance as discussed by the authors.

TL;DR: In this article, the occurrence and determinants of post-formation governance changes in strategic alliances, including alterations in alliances' contracts, boards or oversight committees, and monitoring mechanisms, are investigated.

TL;DR: Models that account for firm- and transaction-specific features indicate that neither outsourcing nor internalization per se result in superior performance; rather, a firm's technological performance is contingent upon the alignment between firms' governance decisions and the degree of contractual hazards.

TL;DR: In this article, the authors investigate how firms' decisions to outsource or internalize production affect their technological performance and show that neither outsourcing nor internalization per se result in superior performance; rather, a firm's technological performance is contingent upon the alignment between firms' governance decisions and the degree of contractual hazards.