Browsing by Subject "Strategic alliance"

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Entscheidungsorientierte Bewertung von Forschungskooperationspartnern
(2012) Vaclavicek, Peter; Troßmann, Ernst
This thesis focuses on developing a method which can be used to evaluate potential partners to cooperate with in an intercompany research cooperation. Research is understood as systematically applying scientific methods in order to gain new knowledge. An intercompany cooperation is understood as a goal-directed, contractually settled long-term collaboration that is established on a voluntary basis between legally independent, yet consequently commercially mutually dependent companies. Decision-theory based evaluation of research cooperation partners requires processing a great deal of relevant information and the design of a suitable methodology. Research cooperation goals are seen as the essential benchmark on the basis of which alternative research cooperation partners are to be evaluated. Consequently, they are essential for the methodology to be chosen. Through the studying of literature, goals that are to be achieved through engaging in a research cooperation are thoroughly analyzed. Essential goals are content goals, timeframe goals and financial goals. Additional goals of more special character are risk reduction and feasibility. All characteristics of a company to be evaluated as a potential research cooperation partner are to be benchmarked in order to evaluate their value for achieving research cooperation goals. Conveniently, these characteristics can be distinguished between two types: first, the objectively observable potentials of a potential research cooperation partner. These characterize his capabilities, to enrich the planned research project in a purposeful way, when compared to one?s own capabilities. Capabilities of importance for research projects can typically be seen in material operating resources (e.g. experimental plants or specialized IT-facilities), human resources (e.g. laboratory staff), immaterial resources (particularly knowledge) and finally financial resources. Second, the will (or: motivation) is the second set of relevant cooperation partner characteristics. The best alternative to engaging in a research cooperation with any partner is to realize the intended research project by oneself, i.e. without a cooperation partner. This alternative is referred to as the null alternative. Consequently, all potential research cooperation partners are to be compared with the extent to which research goals can be achieved through one?s null alternative. The key aspect of the methodology to be developed thus is the evaluation of positive and negative consequences of choosing a particular company as a partner to cooperate with. Positive consequences (or: advantages) can be identified as a better achievement of goals than would be possible when realizing the null alternative. Since different goals are to be measured with different scales, standardization through a scoring model becomes necessary. Negative consequences (or: disadvantages) of cooperating with a particular partner result from his lack of cooperation will. In particular means and instruments of intercompany coordination are to be evaluated. Having determined advantages and disadvantages of a particular research cooperation partner, both findings can be added in order to generate an overall partner value. The higher this partner value, the more suitable is the company as a research cooperation partner. As long as the partner value is above zero, i.e. positive, cooperation leads to a better goal-achievement than realizing the null alternative (i.e. realizing the research project by oneself). A negative partner value however indicates that realizing the null alternative would mean a better goal achievement than engaging in a research cooperation with this particular partner. The wide usability of the methodology developed is demonstrated by a concluding discussion of three particularly relevant constellations in intercompany research cooperations: research coopera-tions with more than just two research partners (i.e. research networks), international research cooperations, and research cooperations in public-private-partnerships. Specific requirements of using the developed set of methodology in these three constellations are highlighted conclusively.
Strategic alliances, venture capital, and their roles before IPOs and M&As
(2020) Brinster, Leonhard; Tykvová, Tereza
The research objects of this dissertation are strategic alliances, venture capital (VC), and their roles before initial public offerings (IPOs) and mergers and acquisitions (M&As) of biotechnology and pharmaceutical companies. Chapter 1 begins this dissertation with a general introduction and the motivation behind the research questions. Young and small businesses face several risks and difficulties, such as lack of access to finance. Highly innovative companies, therefore, often rely on VC finance. Firms offering VC provide not only financial capital, monitoring, and coaching, but also other useful resources and might encourage their portfolio companies to join strategic alliances. Such alliances can be beneficial for the portfolio companies because they provide new knowledge, access to scarce resources, or other synergies. In addition, engagement in one or many strategic alliances can have a positive signaling effect on outsiders, and thus, increase the probabilities of a successful exit (IPO or M&A). In Chapter 2, I analyze the role of connected VC firms in strategic alliances. This chapter is co-authored with Tereza Tykvová. A reviewed version of this chapter is published in the Journal of Corporate Finance. We study a new channel through which portfolio companies benefit from ties among venture capitalists. By tracing individual VC firms’ investment and syndication histories, we show that VC firms’ ties improve companies’ access to strategic alliance partners. While existing studies demonstrate that alliances are more frequent among companies sharing the same VC firm, we provide evidence that alliances are also more prevalent among companies indirectly connected through VC syndication networks. In addition, our results suggest that VC firms’ ties mitigate asymmetric information problems that arise when alliances are formed. Finally, we demonstrate that this type of alliance is associated with higher IPO probabilities. We also provide alternative explanations of alliance formation and address related endogeneity concerns. The research objective of the third chapter is to determine the role of strategic alliances in VC exits. This chapter is co-authored with Christian Hopp and Tereza Tykvova. A reviewed version of this chapter is published in Venture Capital. Chapter 3 contributes to a better understanding of the relationship between strategic alliances and VC exits. The recent empirical literature concludes that alliances improve the probability of successful exits for venture-backed companies. When we control for observed and unobserved heterogeneity in a cohort sample of companies, self-selection into alliance activity, and censoring, we find the effect to be smaller than evidenced in prior studies. Moreover, we confirm the positive effect of alliances only for IPOs and not M&As. These findings are consistent with the view that strategic alliances help companies certify their quality for potential buyers. Chapter 4 investigates the role of strategic alliances before M&As in more detail. This chapter is a single-authored manuscript by Leonhard Brinster. Based on a large sample of M&A deals, I estimate the role of different types of ties between companies. I distinguish related alliances into direct and indirect alliances. Related alliances provide access to more information and can reduce transaction costs by reducing the time from announcement to completion of the M&A deal. The reduction of such costs can lead to a more successful target selection and increase the transaction process efficiency of the M&A deal. This effect can be explained by trust-building, better access to private information, and certification through related alliances. The empirical results show a positive relationship between related alliances and the likelihood of an M&A. However, in contrast to other studies, I do not find statistically significant evidence that supports the hypothesis that alliances increase the post-M&A performance and that alliances are associated with higher announcement returns. Finally, Chapter 5 concludes the dissertation with a short summary of the main findings and an outlook for future research.