Strategic alliances have been growing in popularity among firms over the past 10 years. The basis for the formation of truly strategic alliance has been presented by several authors who use the theoretical foundations that are popular in strategic management, in particular the resource-based theory of the firm, organizational learning theory and industrial organizational economics. Still, little has been said about why these alliances are sustained. This paper takes those same theoretical bases and constructs a basic set of propositions about the continuation of strategic alliances.
Alliances, Strategic planning, Strategic management, Organization theory, Organizational learning, International Business, Pharmaceutical industry, Strategic partnerships
Strategic Management Policy
Strategy and Organisation
BOGNER, William C. and THOMAS, Howard.
Sustaining International Linkages: A Dynamic Competence View. (1996). Management International. 1, (1), 1-14. Research Collection Lee Kong Chian School Of Business.
Available at: http://ink.library.smu.edu.sg/lkcsb_research/3888