Chapter 5: Managerial Preferences for Strategic Alliance Attributes: Some Global Contrasts
David B. Montgomery and Allen M. Weiss INTRODUCTION In recent years there has been a dramatic increase in the number of strategic alliances between organizations. These alliances represent new forms of cooperative relationships between ﬁrms in diﬀerent industries and countries. The growth in alliance activity has been fueled, in part, by technological advances, deregulation, globalization, and other similar changes that dominate the present business environment (SRI 1986). As a consequence, the competitive landscape for many industries is rapidly changing as ﬁrms reposition themselves with the alliance mechanism. The relevance of strategic alliances to marketers is demonstrated in a survey of executive views on the relative importance of 16 aspects of global marketing issues in the 1990s (Kosnik 1991). Kosnik reports that building alliances is the ﬁfth most important issue from the perspective of US and European managers.1 Although these data suggest a perception of importance of alliances in the 1990s by US executives, other data suggest that there is substantial concern about them. Tyebjee (1989) reports a late 1980s study that found that one-third of US CEOs believed that strategic alliances are dangerous in contrast to only four per cent of Japanese CEOs who were surveyed. In addition, three quarters of the Japanese CEOs regarded strategic alliances as an eﬀective means of doing business whereas only 17 per cent of the US CEOs were like-minded. These surveys suggest that strategic alliances are both an area of concern and ambivalence and that executives from diﬀerent countries and cultures...
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