Portfolio management of strategic alliances: An international business perspective

Terhi Johanna Vapola*, Markus Paukku, Mika Gabrielsson

*Motsvarande författare för detta arbete

Forskningsoutput: TidskriftsbidragArtikelVetenskapligPeer review

22 Citeringar (Scopus)

Sammanfattning

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.

OriginalspråkEngelska
Referentgranskad vetenskaplig tidskriftInternational Business Review
Volym19
Nummer3
Sidor (från-till)247-260
Antal sidor14
ISSN0969-5931
DOI
StatusPublicerad - 2010
MoE-publikationstypA1 Originalartikel i en vetenskaplig tidskrift

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