Small, high-technology firms and their larger strategic alliance partners: Entrepreneurial and resource-based perspectives

This dissertation was one of the few studies that examines strategic alliance performance/success between new high technology ventures and larger firm partners. This research explored (1) how the larger partner's entrepreneurial culture and resource bundle affect the smaller firm's perception of alliance success; (2) how smaller entrepreneurial high technology companies measure alliance success; and (3) whether smaller firms perceive that the strategic alliance is successful. Two untested typologies, entrepreneurial archetypes and resource combinations, were used to study this phenomenon. Contrary to other studies, entrepreneurs who were interviewed reported that they were generally satisfied with their alliance experience with larger firm partners.