Portfolio management of strategic alliances: An international business perspective

Terhi Johanna Vapola; Markus Paukku; Mika Gabrielsson

doi:10.1016/j.ibusrev.2009.12.004

Portfolio management of strategic alliances: An international business perspective

Terhi Johanna Vapola^*
, Markus Paukku
, Mika Gabrielsson

^*Corresponding author for this work

Marketing, Helsinki

Aalto University

Research output: Contribution to journal › Article › Scientific › peer-review

25 Citations (Scopus)

Abstract

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 language	English
Peer-reviewed scientific journal	International Business Review
Volume	19
Issue number	3
Pages (from-to)	247-260
Number of pages	14
ISSN	0969-5931
DOIs	https://doi.org/10.1016/j.ibusrev.2009.12.004
Publication status	Published - 2010
MoE publication type	A1 Journal article - refereed

Keywords

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

Access to Document

10.1016/j.ibusrev.2009.12.004

OpenUrl availability

Full text

Cite this

@article{18e9a441d898403aa9b203ee4d38d8a2,

title = "Portfolio management of strategic alliances: An international business perspective",

abstract = "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.",

keywords = "512 Business and Management, Integration, International business management, Portfolio management, Responsiveness, Strategic alliances, Strategy",

author = "Vapola, \{Terhi Johanna\} and Markus Paukku and Mika Gabrielsson",

note = "Funding Information: This research is part of the RESPONSE-project, funded by LIITO-program of TEKES, the Finnish Funding Agency for Technology and Innovation. We want to thank the participating firms and researchers involved in the project. ",

year = "2010",

doi = "10.1016/j.ibusrev.2009.12.004",

language = "English",

volume = "19",

pages = "247--260",

journal = "International Business Review",

issn = "0969-5931",

publisher = "Elsevier Ltd",

number = "3",

}

TY - JOUR

T1 - Portfolio management of strategic alliances

T2 - An international business perspective

AU - Vapola, Terhi Johanna

AU - Paukku, Markus

AU - Gabrielsson, Mika

N1 - Funding Information: This research is part of the RESPONSE-project, funded by LIITO-program of TEKES, the Finnish Funding Agency for Technology and Innovation. We want to thank the participating firms and researchers involved in the project.

PY - 2010

Y1 - 2010

N2 - 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.

AB - 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.

KW - 512 Business and Management

KW - Integration

KW - International business management

KW - Portfolio management

KW - Responsiveness

KW - Strategic alliances

KW - Strategy

UR - https://www.scopus.com/pages/publications/77952554372

U2 - 10.1016/j.ibusrev.2009.12.004

DO - 10.1016/j.ibusrev.2009.12.004

M3 - Article

AN - SCOPUS:77952554372

SN - 0969-5931

VL - 19

SP - 247

EP - 260

JO - International Business Review

JF - International Business Review

IS - 3

ER -

Portfolio management of strategic alliances: An international business perspective

Abstract

Keywords

Access to Document

OpenUrl availability

Other files and links

Fingerprint

Cite this