Summary form only given, as follows. The author presents the initial findings of research analyzing the increasing number of strategic alliances between start-up firms and large diversified corporations in the field of biotechnology. In contrast to previous research on interorganizational relations, the focus is on the political dynamics within organizations in the strategic decision process regarding the establishment of ties to other organizations. Specifically, occupational differences are examined as a potential source of conflict among functional representatives in the management teams of new biotech firms as decisions are made concerning strategic alliances with established market leaders. These decisions often present choices which potentially contradict the common goal of the founders of new biotech firms to remain independent and become fully integrated producers. Support for the arguments presented is drawn from journalistic accounts as well as interviews with informants in the biotech industry. In the process of conducting the research, a general theoretical perspective on occupational politics in strategic decision making is being developed.
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