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Type and structure of multinational strategic alliances: the airline industry
Author(s) -
Mockler Robert J.,
Dologite Dorothy G.,
Carnevali Natasha M.
Publication year - 1997
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/(sici)1099-1697(199708)6:5<249::aid-jsc323>3.0.co;2-q
Subject(s) - multinational corporation , contingency theory , business , contingency , strategic management , franchise , marketing , perspective (graphical) , strategic alliance , equity (law) , industrial organization , competitive advantage , management , economics , alliance , political science , computer science , linguistics , philosophy , finance , artificial intelligence , law
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.