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A systematic assessment of potential international strategic alliance partners

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  • Harvey, Michael G.
  • Lusch, Robert F.

Abstract

With the rapid acceleration of global strategic alliances, the time has come and the need has arisen for a more systematic way to find and evaluate potential alliance partners. This research develops a three stage decision process to help maximize the success in the selection of strategic alliance partners. The process recommended involves systematically assessing the macro environment, industry environment and organizational environment of the potential partners. From this analysis a numerical score can be obtained allowing management to rank partners according to their overall potential for success.

Suggested Citation

  • Harvey, Michael G. & Lusch, Robert F., 1995. "A systematic assessment of potential international strategic alliance partners," International Business Review, Elsevier, vol. 4(2), pages 195-212, June.
    • Handle: RePEc:eee:iburev:v:4:y:1995:i:2:p:195-212
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    References listed on IDEAS

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    Cited by:

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    2. J. Varis & O. Kuivalainen & S. Saarenketo, 2005. "Partner Selection for International Marketing and Distribution in Corporate New Ventures," Journal of International Entrepreneurship, Springer, vol. 3(1), pages 19-36, January.
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    6. Sparling, David & Cook, Roberta L., 2000. "Strategic Alliances And Joint Ventures Under Nafta: Concepts And Evidence," Proceedings of the 5th Agricultural and Food Policy Systems Information Workshop, 1999: Policy Harmonization and Adjustment in the North American Agricultural and Food Industry 16778, Farm Foundation, Agricultural and Food Policy Systems Information Workshops.
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