Portfolio management of strategic alliances: An international business perspective

Terhi Johanna Vapola*, Markus Paukku, Mika Gabrielsson

*Corresponding author for this work

Research output: Contribution to journalArticleScientificpeer-review

22 Citations (Scopus)


This paper extends the Integration-Responsiveness (Bartlett & Ghoshal, 1989; Prahalad & Doz, 1987) international business framework of multinational companies (MNCs) strategies in order to explain the MNC's various approaches to managing strategic alliance portfolios. Our research shows that the alliance portfolios of MNCs differ significantly with respect to partner integration and partner heterogeneity. We argue that the choice regarding the management of alliance portfolios depends on the MNC's international strategy. The empirical results reveal the impact of local responsiveness through the partner heterogeneity, and the impact of MNC integration on the level of global partner integration respectively.

Original languageEnglish
Peer-reviewed scientific journalInternational Business Review
Issue number3
Pages (from-to)247-260
Number of pages14
Publication statusPublished - 2010
MoE publication typeA1 Journal article - refereed


  • 512 Business and Management
  • Integration
  • International business management
  • Portfolio management
  • Responsiveness
  • Strategic alliances
  • Strategy


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