Abstract
Given the differing dynamics of managing a distribution channel system, can the extant research on international strategic alliances, which largely focuses on the manufacturer–supplier interface, be extended to the manufacturer–distribution channels context? Owing to the paucity of research on strategic alliances in international distribution channels, this investigation seeks to verify empirically the effects of learning orientation, relationship longevity, and relationship closeness as determinants of cooperation, which, in turn, is an antecedent of performance, and relationship satisfaction. The research hypotheses were tested empirically on data drawn from a sample of manufacturing firms located in the United States (U.S.), Finland, the People's Republic of China (P.R.C.), and Poland. Although some similarities for fostering cooperation in international distribution alliances were detected on a cross-national basis, disparate emphases on alliance management practices were observed as well.
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