Developing Country Business Strategies for Partnership in Transnational Strategic Alliance Networks

Abstract

The purpose of this paper is twofold. First, it aims to examine the organizational and managerial implications of transnational strategic alliances (TSAs); and, second, it attempts to identify distinct business strategies for the firms of developing countries for partnership in transnational alliances. The authors argue that the effectiveness of transnational strategic alliances involving the partners of the developing countries will depend on the ability of the partners in making appropriate strategic choices and in meeting the organizational and managerial requirements of such alliances.