Heterogeneity and performance in convergent industries. An exploratory analysis and a research program

During the last decade firms have explored a range of different strategic behaviours; the most frequent being the creation of a web of strategic alliances and continuous acquisitions, aimed to absorb and combine a set of heterogeneous resources fitting the new “convergent” competitive arenas. But such a strategy of alliances and acquisitions produces heterogeneous outcomes: only some ventures succeed, many fail. In this article, we focus on the implementation process of successful “scope alliances”. By “scope alliances” we mean any kind of cooperative agreement aimed at increasing the heterogeneity of resources needed to thrive in convergent businesses. We explore the issue of strategic alliances in convergent industries through a multiple case study, presenting some considerations on the resource heterogeneity combination. Building on the literature review and on the evidence from the exploratory analysis we highlight some critical issues for substantive research development and for strategic management.