International strategic alliance relationships within the foreign investment decision process

Abstract

Purpose

The purpose of this study is to develop and test a theoretical model of international strategic alliance (ISA) relationship development underpinned by the foreign investment decision process.

Design/methodology/approach

The conceptual model demonstrates an ISA investment decision process consisting of three ex ante formation aspects – parent firm top management's general attitude towards alliances, scope of parent's cooperation analysis for the focal alliance, and interfirm collaborative history – and two key ex post relational outcomes – parent's willingness to invest in the alliance business and satisfaction with the relationship. The theoretical propositions were tested among a sample of 94 ISAs using structural equation modelling.

Findings

The results show that top management attitude towards alliances is negatively associated with scope of cooperation analysis, but only where collaborative history exists. Scope of cooperation analysis, in turn, positively influences willingness to invest. And together these factors exert a positive influence on relationship satisfaction.

Originality/value

The ISA literature has devoted significant attention to partner characteristics important in venture formation, as well as to post‐formation partnership management issues. However, there is a dearth of empirical research explaining the role of venture formation aspects in influencing ISA relationship development and success. The study adds to the limited empirical research work on the role of venture formation aspects in influencing ISA relationship development and success. It provides new and detailed insights for business practitioners and academic researchers concerning the behavioural, decision process underlying ISA partnership progression.

Citation

Robson, M.J. and Katsikeas, C.S. (2005), "International strategic alliance relationships within the foreign investment decision process", International Marketing Review, Vol. 22 No. 4, pp. 399-419. https://doi.org/10.1108/02651330510608433