Abstract
AbstractThis research differentiates between international strategic alliance (ISA) structures, functions, and objectives, focusing on the latter and the link to overall firm strategy. Six objectives are put forward–learning, leaning, leveraging, linking, leaping, and locking out–with a discussion of the strategic implications of each. From a theoretical perspective, it is suggested that more emphasis should be placed on ISA objectives as a means of supporting overall firm strategies, as opposed to focusing on ISA structures or functions. From an applied perspective, managers are encouraged to consider the long‐term strategic implications inherent in specific alliance arrangements. © 1995 John Wiley & Sons, Inc.
Published Version
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