This paper examines the effect of technological change on the utilization of different resource configurations shared among dyad alliance partners. The subsequent impact of the alliance's altered resource utilization on firm performance is discussed. More specifically, this research explores the impact of competency destroying and opportunity enhancing technological change on alliance resource utilization based on whether firms enter link or scale alliances. Link alliances leverage complementary resources whereas scale alliances leverage compatible resources. The resource based view which posits that the possession of rare, valuable, inimitable, and non-substitutable resources/capabilities results in a competitive advantage and organizational economics is used to explain why firms prefer to share redundant or complementary resources among allies resulting in desired performance improvements. This article posits that technological complementary-based alliances are more apt to produce enhanced firm performance given the two types of technological changes discussed in strategic literature � opportunity enhancing and opportunity destroying based on incumbent positions. In this study, performance is defined as alliance product or service innovations resulting from resources shared between firms