2134/26379
Hannah Noke
Hannah
Noke
Robert K. Perrons
Robert K.
Perrons
Mathew Hughes
Mathew
Hughes
Strategic dalliances as an enabler for discontinuous innovation in slow clockspeed industries: evidence from the oil and gas industry
Loughborough University
2017
untagged
Business and Management not elsewhere classified
2017-09-05 10:32:23
Journal contribution
https://repository.lboro.ac.uk/articles/journal_contribution/Strategic_dalliances_as_an_enabler_for_discontinuous_innovation_in_slow_clockspeed_industries_evidence_from_the_oil_and_gas_industry/9500735
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.