Strategic alliances between large and small research intensive organizations: experiences in the biotechnology industry

For many firms, entering into some form of collaborative arrangement with other organizations has become a necessary step towards improving their competitive positions. This is particularly true of research intensive companies which frequently participate in such strategic alliances (SAs). This paper reports on the experiences of some 70 North American firms with SAs in the biotechnology industry. The sample includes small dedicated biotechnology companies (DBCs) and large organizations, such as pharmaceutical firms.