| Article ID | Journal | Published Year | Pages | File Type |
|---|---|---|---|---|
| 1001626 | International Business Review | 2010 | 14 Pages |
Abstract
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.
Related Topics
Social Sciences and Humanities
Business, Management and Accounting
Business and International Management
Authors
Terhi Johanna Vapola, Markus Paukku, Mika Gabrielsson,