Strategic dalliances as an enabler for discontinuous innovation in slow clockspeed industries: evidence from the oil and gas industry

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Abstract:

The concept of ‘strategic dalliances’– defined as non-committal relationships that companies can ‘dip in and out of,’ or dally with, while simultaneously maintaining longer-term strategic partnerships with other firms and suppliers – has emerged as a promising strategy by which organizations can create discontinuous innovations. But does this approach work equally well for every sector? Moreover, how can these links be effectively used to foster the process of discontinuous innovation? Toward assessing the role that industry clockspeed plays in the success or failure of strategic dalliances, we provide case study evidence from Twister BV, an upstream oil and gas technology provider, and show that strategic dalliances can be an enabler for the discontinuous innovation process in slow clockspeed industries. Implications for research and practice are discussed, and conclusions from our findings are drawn.

Document Type: Research Article

DOI: http://dx.doi.org/10.1111/j.1467-9310.2008.00505.x

Affiliations: 1: Nottingham University Business School, Jubilee Campus, Wollaton Road, Nottingham NG8 1BB, UK., Email: hannah.noke@nottingham.ac.uk 2: Shell International Exploration and Production, PO Box 51510, New Orleans, LA 70151-1510, USA., Email: perrons@alum.mit.edu 3: Nottingham University Business School, Jubilee Campus, Wollaton Road, Nottingham NG8 1BB, UK., Email: mat.hughes@nottingham.ac.uk

Publication date: March 1, 2008

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