A process model of global strategic alliance formation

Abstract

Develops a conceptual framework of global strategic alliances by using the hybrid type of organization as part of the framework. The framework illustrates the relationships of various characteristics that might be present in an industry and across national boundaries that would influence alliance participation. The model developed here is based on four echelons, the exploratory, recurrent, relational, and outcome stages. Concludes with some general comments on the proposed global strategic alliance framework.

Citation

Pett, T.L. and Clay Dibrell, C. (2001), "A process model of global strategic alliance formation", Business Process Management Journal, Vol. 7 No. 4, pp. 349-364. https://doi.org/10.1108/14637150110401042