Paper Summary:

This paper examines how strategic alliances in a global marketplace arguably entail the need for greater attention and how, in addition to the difficult task of managing the relationships, there are not only corporate cultures to negotiate, but national ones as well that have an effect on the workings of a B2B strategic alliance. It looks at how the oldest players in the arena of B2B strategic alliances are the international transport companies and how, even before globalization became a catch-phrase, these companies were dealing in essential and strategic ways with their counterparts on other continents. The paper discusses transport companies' experiences with B2B strategic alliances.

Outline:
Executive Summary
Introduction
Problems in Strategic B2B International Transport Alliances
Complex Relationships in International Transport
Literature Review
How International Transport Works
Conclusion

From the Paper:

"Dussauge and Garrett found that, in studying international strategic alliances, various organizational structures and various levels of economic performance of the partners contributed to the longevity and success of the alliance. They also noted that the technical quality of the alliance was not affected by whether the alliance was unstructured or semi-structured; those factors influenced the sales and marketing functions more than they influenced the technical aspects of the alliance. Nonetheless, these authors did conclude that what produces enhanced economic performance is the achievement, before entering into the alliance, of a satisfactory level of technical quality. They found it was also essential to choose the proper partner in the alliance."

Sample of Sources Used:

• Cook, K.S. "Network Structures from an Exchange Perspective." In P.V. Marsden and N. Lin (eds.), Social Structure and Network Analysis. Beverly Hills, CA: Sage Publications, 1982.
• Dixon, D.F., and Wilkinson, I.F. "Toward a Theory of Channel Structure," Research in Marketing, 8 (1986), 29-70.
• Dussauge, Pierre, and Bernard Garrette. "Determinants of Success in International Strategic Alliances: Evidence from the Global Aerospace Industry." Journal of International Business Studies 26, no. 4 (1995): 505+. Database on-line. Available from Questia, http://www.questia.com/PM.qst?a=o&d=5000373424. Internet. Accessed 8 December 2005.
• Dwyer, F.R.; Schurr, P.H.; and Oh, S. "Developing Buyer-Seller Relationships." Journal of Marketing, 51 (1987), 11-27.
• Easton, G. "Why Networks?" In B. Axelsson and G. Easton (eds.), Industrial Networks--A New View of Reality. London: Routledge, 1992.

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