Abstract
• This article, the third in a series published in this journal, provides an analytical framework for understanding multinational strategic alliances, and application frameworks for entering into and managing such strategic alliances more effectively. • In exploring these topics, the article focuses on multinational strategic alliances from multiple viewpoints: what they are, kinds of strategic alliances, and management tasks such as enterprise-wide strategic alignment; negotiating strategic alliances; selecting alliance partners—people and company or government body; determining specific type and structure appropriate for individual situation requirements; making them work—managing and leading. • The article is based on field interviews with strategic alliances and other competing companies in China during five visits there, and during frequent visits to Russia and Europe between 1988 and 1996, as well as on other studies of multinational strategic alliances in China and elsewhere. © 1997 John Wiley & Sons, Ltd.
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