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

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posted on 05.09.2017 by Hannah Noke, Robert K. Perrons, Mathew Hughes
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.

History

School

  • Business and Economics

Department

  • Business

Published in

R and D Management

Volume

38

Issue

2

Pages

129 - 139

Citation

NOKE, H., PERRONS, R. and HUGHES, M., 2008. Strategic dalliances as an enabler for discontinuous innovation in slow clockspeed industries: evidence from the oil and gas industry. R and D Management, 38 (2), pp.129-139.

Publisher

Blackwell (© the authors)

Version

AM (Accepted Manuscript)

Publisher statement

This work is made available according to the conditions of the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International (CC BY-NC-ND 4.0) licence. Full details of this licence are available at: https://creativecommons.org/licenses/by-nc-nd/4.0/

Publication date

2008

Notes

This is the peer reviewed version of the following article: NOKE, H., PERRONS, R. and HUGHES, M., 2008. Strategic dalliances as an enabler for discontinuous innovation in slow clockspeed industries: evidence from the oil and gas industry. R and D Management, 38 (2), pp.129-139, which has been published in final form at: https://doi.org/10.1111/j.1467-9310.2008.00505.x. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving.

ISSN

0033-6807

eISSN

1467-9310

Language

en

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