This study examines the theories of evolution and co-evolution within the context of two industries at different stages of the industry life cycle. It examines some of the essential underlying assumptions of these theories including the unit of change, the unit of selection, and the outcome of these. These issues are explored and developed through the use of a qualitative case study approach using empirical evidence from SME’s in the UK and Australia. Findings are that there seem to be multiple simultaneous units of change, and of selection at these stages of the industry life cycle. Therefore neither evolution, nor co-evolution is sufficient in explaining this change, although co-evolution appeared to provide a better explanation for the intense formation of strategic alliances in both of these industries.

Item Type:	Research Book Chapter
Keywords:	strategic alliances, behaviour, performance, co-evolution
Research Division:	Commerce, Management, Tourism and Services
Research Group:	Strategy, management and organisational behaviour
Research Field:	Organisational behaviour
Objective Division:	Economic Framework
Objective Group:	Management and productivity
Objective Field:	Management
UTAS Author:	Hynes, N (Dr Niki Hynes)
ID Code:	124107
Year Published:	2012
Deposited By:	TSBE
Deposited On:	2018-02-08
Last Modified:	2018-03-06
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