OVERVIEW

In today’s dynamic technology environment, firms in high-tech industries often enter into R&D alliances
to overcome internal resource constraints and complement in-house R&D efforts. While alliances may provide valuable
opportunities for synergy effects, many projects fail to meet expectations due to inappropriately selected partners. This
paper proposes an analytical framework that can help technology managers select suitable partners, especially when
they face significant time pressure with limited information. Our framework also supports the formulation of effective
technology strategies based on the evaluation of potential alliance candidates via intellectual property (IP) profiles and
patent data.