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

^*Huvudförfattare för detta arbete

Marknadsföring, Helsingfors

Aalto University

Forskningsoutput: Tidskriftsbidrag › Artikel › Vetenskaplig › Peer review

25 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.

Originalspråk	Engelska
Referentgranskad vetenskaplig tidskrift	International Business Review
Volym	19
Nummer	3
Sidor (från-till)	247-260
Antal sidor	14
ISSN	0969-5931
DOI	https://doi.org/10.1016/j.ibusrev.2009.12.004
Status	Publicerad - 2010
MoE-publikationstyp	A1 Originalartikel i en vetenskaplig tidskrift

Nyckelord

512 Företagsekonomi

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10.1016/j.ibusrev.2009.12.004

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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. ",

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

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T2 - An international business perspective

AU - Vapola, Terhi Johanna

AU - Paukku, Markus

AU - Gabrielsson, Mika

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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

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KW - Portfolio management

KW - Responsiveness

KW - Strategic alliances

KW - Strategy

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DO - 10.1016/j.ibusrev.2009.12.004

M3 - Article

AN - SCOPUS:77952554372

SN - 0969-5931

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EP - 260

JO - International Business Review

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ER -

Portfolio management of strategic alliances: An international business perspective

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