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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. Martin Engert & Julia Evers & Andreas Hein & Helmut Krcmar, 2022. "The Engagement of Complementors and the Role of Platform Boundary Resources in e-Commerce Platform Ecosystems," Information Systems Frontiers, Springer, vol. 24(6), pages 2007-2025, December.
    3. 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.
    4. 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.
    5. Weber, Karin & Sparks, Beverley, 2004. "Consumer attributions and behavioral responses to service failures in strategic airline alliance settings," Journal of Air Transport Management, Elsevier, vol. 10(5), pages 361-367.
    6. Andersen, O. & Buvik, A., 2002. "Firms' internationalization and alternative approaches to the international customer/market selection," International Business Review, Elsevier, vol. 11(3), pages 347-363, June.
    7. Van Horn, Richard L. & Harvey, Michael G., 1998. "The rural entrepreneurial venture: creating the virtual megafirm," Journal of Business Venturing, Elsevier, vol. 13(4), pages 257-274, July.
    8. Olivier Bertrand & Marie-Ann Betschinger, 2024. "Exploring the relationship between development aid and FDI from developed countries in developing countries: empirical insights from Japanese firm-level data," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 55(6), pages 782-795, August.
    9. Wu, Chong & Barnes, David, 2010. "Formulating partner selection criteria for agile supply chains: A Dempster-Shafer belief acceptability optimisation approach," International Journal of Production Economics, Elsevier, vol. 125(2), pages 284-293, June.
    10. Hao Jing & Weiwei Zhan, 2024. "Outward Foreign Direct Investment and Supply Chain Concentration: Evidence from China," Sustainability, MDPI, vol. 16(16), pages 1-20, August.

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