Show Less

Handbook of Research in International Marketing

Edited by Subhash C. Jain

Presenting the challenges and opportunities ahead, the contributors to this volume critically examine the current status and future direction of research in international marketing. The result of a sustained and lively dialogue among contributors from a variety of cultures, this volume gathers their perspectives and many insights on the revitalization of the field.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 5: Managerial Preferences for Strategic Alliance Attributes: Some Global Contrasts

David B. Montgomery and Allen M. Weiss


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...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.