The Journey of International Strategic Alliances in Emerging Markets

Abstract

This chapter highlights and examines the journey of strategic alliances, how alliances lead to the creation of new alliances, and whether alliances succeed or precede firms' market networks. Moreover, the chapter attempts to identify the market and environmental factors which impact the journey and the end result of alliances. The findings show that before the alliance and in the early strategic alliance phase, firms can have direct and indirect relationships/networks which can lead to the formation of strategic alliances. The other finding is that one of the main factors which determines the journey of strategic alliances is the degree of internationalization of the firm and the market. The journey of alliances was also found to be different in the various groups of Eastern and Central Europe (ECE) countries depending on the pace or degree of adaptation of those countries. It was also found that well-developed networks have a positive impact on the alliance results. Moreover, the chapter also provides evidence that alliances enable firms to defend and strengthen existing networks to build new networks and to penetrate partners' networks. It is finally observed that it is difficult to determine whether alliances succeed or precede networks.

Citation

Abraha, D. and Hyder, A.S. (2021), "The Journey of International Strategic Alliances in Emerging Markets", Transformation of Strategic Alliances in Emerging Markets, Volume I, Emerald Publishing Limited, Leeds, pp. 81-100. https://doi.org/10.1108/978-1-80043-744-920210008