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The Multiple Roles of Alliances in Competency-based Multinational Strategies

Stephen Tallman
MIR: Management International Review
Vol. 39, No. 2, Evolution and Revolution in International Management: A Topic and a Discipline in Transition (1999), pp. 65-81
Published by: Springer
Stable URL: http://www.jstor.org/stable/40835820
Page Count: 17
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The Multiple Roles of Alliances in Competency-based Multinational Strategies
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Abstract

This paper examines the value of a competency-based approach to international and global strategy and of the impact of processes of competency building and exploitation. The model is further developed to specifically examine the roles of alliance forms of organization in different strategic configurations of the multinational firm. Initial steps are made toward defining an empirically researchable model of the use and value of different alliance types under alternative competency-based strategy regimes.

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