Publications

PURPOSE – This paper aims to focus on understanding three dimensions of international alliance formation by small to medium‐sized enterprises (SMEs): the role of internal actors, planning/opportunity management, and organizational learning. DESIGN/METHODOLOGY/APPROACH – The three dimensions form a proposed model of international alliance formation which is examined using semi‐structured interviews with 16 biotechnology SMEs from Montreal (Canada) and 12 from Boston (USA). FINDINGS – Findings deepen the understanding of the firm's internal development of international alliance strategy. Results generally support different roles of organizational actors in international alliance formation, often a combination of planning and opportunity management, and signal rather weak administrative routines to ensure organizational learning from the alliance experience. Interestingly, alliance formation strategies vary across the two cities (countries). Age of the firm, development phase, human and financial resources, and competencies may explain these differences.

Veilleux, S., Haskell, N., et Pons, F. (2012). Going Global: How Smaller Enterprises Benefit From Strategic Alliances. Journal of Business Strategy, 33(5), 22-31.