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Portfolio management of strategic alliances: An international business perspective

  • Vapola, Terhi Johanna
  • Paukku, Markus
  • Gabrielsson, Mika
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    This paper extends the Integration-Responsiveness ([Bartlett and Ghoshal, 1989] and [Prahalad and 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.

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    Article provided by Elsevier in its journal International Business Review.

    Volume (Year): 19 (2010)
    Issue (Month): 3 (June)
    Pages: 247-260

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    Handle: RePEc:eee:iburev:v:19:y:2010:i:3:p:247-260
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    1. Bruce Kogut, 1991. "Joint Ventures and the Option to Expand and Acquire," Management Science, INFORMS, vol. 37(1), pages 19-33, January.
    2. Joan Enric Ricart & Michael J Enright & Pankaj Ghemawat & Stuart L Hart & Tarun Khanna, 2004. "New frontiers in international strategy," Journal of International Business Studies, Palgrave Macmillan, vol. 35(3), pages 175-200, May.
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    4. Nielsen, Bo Bernhard, 2007. "Determining international strategic alliance performance: A multidimensional approach," International Business Review, Elsevier, vol. 16(3), pages 337-361, June.
    5. Birkinshaw, Julian & Braunerhjelm, Pontus & Holm, Ulf & Terjesen, Siri, 2006. "Why Do Some Multinational Corporations Relocate Their Headquarters Overseas?," Working Paper Series in Economics and Institutions of Innovation 54, Royal Institute of Technology, CESIS - Centre of Excellence for Science and Innovation Studies.
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    9. Dong, Li & Glaister, Keith W., 2006. "Motives and partner selection criteria in international strategic alliances: Perspectives of Chinese firms," International Business Review, Elsevier, vol. 15(6), pages 577-600, December.
    10. Contractor, F. J. & Lorange, P., 2002. "The growth of alliances in the knowledge-based economy," International Business Review, Elsevier, vol. 11(4), pages 485-502, August.
    11. Jean-Fran�ois Hennart & Jorma Larimo, 1998. "The Impact of Culture on the Strategy of Multinational Enterprises: Does National Origin Affect Ownership Decisions?," Journal of International Business Studies, Palgrave Macmillan, vol. 29(3), pages 515-538, September.
    12. Robert E. Spekman, 1998. "Alliance Management: A View from the Past and a Look to the Future," Journal of Management Studies, Wiley Blackwell, vol. 35(6), pages 747-772, November.
    13. Jan Johanson & Jan-Erik Vahlne, 1977. "The Internationalization Process of the Firm—A Model of Knowledge Development and Increasing Foreign Market Commitments," Journal of International Business Studies, Palgrave Macmillan, vol. 8(1), pages 23-32, March.
    14. Kendall Roth & Allen J Morrison, 1990. "An Empirical Analysis of the Integration-Responsiveness Framework in Global Industries," Journal of International Business Studies, Palgrave Macmillan, vol. 21(4), pages 541-564, December.
    15. Nakamura, Masao, 2005. "Joint venture instability, learning and the relative bargaining power of the parent firms," International Business Review, Elsevier, vol. 14(4), pages 465-493, August.
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