Co-evolution of firms and strategic alliances: theory and empirical evidence

J. Wilson, N. Hynes

Research output: Contribution to journalArticle

17 Citations (Scopus)

Abstract

This paper reviews the analogies of evolution and co-evolution within a business context. Specifically it examines some of the essential underlying assumptions of these theories including the unit of change, the unit of selection; the mechanism of selection, and the ability to change an organisational form. The usefulness of the application of theories of both evolution and co-evolution to explain firm behaviour is examined. Empirical evidence from the UK fresh produce industry is presented to illustrate that both firms and strategic alliances evolve, co-evolve and are subject to selection at individual, dyadic and group levels simultaneously.
LanguageEnglish
Pages620-628
Number of pages9
JournalTechnological Forecasting and Social Change
Volume76
Issue number5
DOIs
Publication statusPublished - Jun 2009

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Organizational Innovation
Patient Selection
Industry
Empirical evidence
Strategic alliances
Coevolution

Keywords

  • co-evolution
  • strategic alliances
  • food industry
  • change management

Cite this

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Co-evolution of firms and strategic alliances : theory and empirical evidence. / Wilson, J.; Hynes, N.

In: Technological Forecasting and Social Change, Vol. 76, No. 5, 06.2009, p. 620-628.

Research output: Contribution to journalArticle

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