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| Author: | Noke, H. Perrons, R.K. Hughes, M. |
| Title: | Strategic dalliances as an enabler for discontinuous innovation in slow clockspeed industries: Evidence from the oil and gas industry |
| Journal: | R & D Management
2008 : MAR, VOL. 38:2, p. 129-139 |
| Index terms: | strategy technological innovation oil industry gas industry companies case studies Netherlands |
| Language: | eng |
| Abstract: | The concept of 'strategic dalliances' which is 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 through which organizations are able to create discontinuous innovations (henceforth as: d-invn/s.) Toward assessing the role of industry clockspeed playing in the success or failure of strategic dalliances, provided is case study evidence from Twister BV, an upstream oil and gas technology provider. It is shown that in slow clockspeed industries, strategic dalliances can be an enabler for the d-invn/s. process. |
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