Abstract
ABSTRACT This study attempts to investigate the rationale multinational firms prefer to apply when they pursue in creating international alliances. Advancing the work of Garcia-Pont and Nohria (2002), this study explores the nature, source and boundary conditions of mimetic effects and benchmarking effects on multinational firms’ strategic decisions of international collaboration. The research framework follows a strategic group perspective that integrates institutional theory and resource dependence theory as the basic building-block for constructing the theoretical framework. The model established especially examines how strategic group membership and strength of strategic group identity influence the likelihood of international alliance formation through the lens of institutional theory and resource dependence theory. The research design strategy is also discussed. Keywords Strategic Group, International Alliance, Institutional Theory, Resource Dependence Theory, Group Identity, Competitiveness
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