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Strategic dalliances as an enabler for discontinuous innovation in slow clockspeed industries: evidence from the oil and gas industry
journal contribution
posted on 2017-09-05, 10:32 authored by Hannah Noke, Robert K. Perrons, Mathew HughesThe 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 ManagementVolume
38Issue
2Pages
129 - 139Citation
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
2008Notes
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
0033-6807eISSN
1467-9310Publisher version
Language
- en