Abstract
This article provides a contingency perspective that can enable using strategic alliances in different ways to manage in a rapidly changing multinational competitive environment. It focuses on alliances in the airline industry, where extensive use is made of non-equity and equity franchise and contractual types of alliances. A subsequent article will describe a basic contingency model for thinking about and forming multinational strategic alliances. The article is based on research in contingency theory, as well as on research work in the cognitive, systems and strategic management areas. It is one phase of a continuing project of the Strategic Management Research Group. © 1997 John Wiley & Sons, Ltd.
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