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Related Experiment Videos

When to ally & when to acquire.

Jeffrey H Dyer1, Prashant Kale, Harbir Singh

  • 1Marriott School, Brigham Young University, Provo, Utah, USA. jdyer@byu.edu

Harvard Business Review
|July 10, 2004
PubMed
Summary
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Businesses often misuse acquisitions and alliances for growth. Choosing the right strategy—whether a merger or a partnership—requires careful consideration of goals, risks, and organizational capabilities for optimal results.

Area of Science:

  • Business Strategy
  • Corporate Finance
  • Organizational Behavior

Background:

  • Acquisitions and alliances are key growth strategies, but often misapplied.
  • Companies frequently fail to differentiate between the two, leading to suboptimal outcomes.
  • Organizational silos between M&A and business development teams hinder strategic comparison.

Purpose of the Study:

  • To analyze the distinct characteristics and appropriate use cases for acquisitions versus alliances.
  • To provide a framework for systematically choosing between acquisition and alliance strategies.
  • To highlight how appropriate strategy selection drives superior business growth.

Main Methods:

  • Comparative analysis of acquisition and alliance strategies, detailing differences in risk, negotiation, and typical applications.

Related Experiment Videos

  • Examination of organizational structures that impede the comparison of these growth mechanisms.
  • Development of a decision-making framework based on desired resources, market dynamics, and collaboration competencies.

    • Main Results:

    • Acquisitions are competitive, market-priced, and risky, often used for scale or cost reduction.
    • Alliances are cooperative, negotiated, and less risky, typically for market entry or expansion.
    • Companies with effective acquisition and alliance strategies demonstrate faster growth.

    Conclusions:

    • Strategic alignment requires a clear understanding of the merits and demerits of both acquisitions and alliances.
    • A systematic framework can guide organizations in selecting the most suitable strategy for specific objectives.
    • Overcoming organizational barriers is crucial for enabling informed strategic choices between mergers and partnerships.