The effect of strategic alliance resource accumulation and process characteristics on new product success: Exploration of international high-tech strategic alliances in China

This paper examines two research questions: (1) how do strategic alliance resources influence new product outcomes, and (2) how do these effects differ under different NPD process characteristics. By integrating resource-based view and coordination literature, the authors argue that both marketing and technology resources demonstrate independent and interactive effects on new product innovativeness, speed to market, and market performance. Further, the individual effects of marketing and technology resources are moderated by the process characteristics of partner interdependence, while the interactive effect between marketing and technology resources is moderated by the development process characteristic of task interdependence. Using primary dyadic data collected from 142 international high-tech strategic alliances in China, we test and find general support for these arguments. The results provide significant theoretical implications for a variety of research streams, as well as managerial implications for strategic alliances with Chinese firms.

Research highlights
► The research explores the new product development of high-tech strategic alliances in China.
► The individual effects of marketing and technology resources on new product performance are moderated by the process characteristics of partner interdependence.
► The interactive effect between marketing and technology resources is moderated by the development process characteristic of task interdependence.
► The interactive effect between marketing and technology resources is moderated by task interdependence.