Motives and partner selection criteria in international strategic alliances: Perspectives of Chinese firms

By Li Dong, K. Glaister. 2006

131 citations recorded by the source corpus.

Subfields: Strategy and Management

View Paper: https://www.semanticscholar.org/paper/96ada90246d07d8d07c0b3f508ca072df32876a0

How researchers see this paper

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In Strategy and Management

1. Pervez Ghauri
2. Rudolf R. Sinkovics
3. A. Doherty
4. C. Liu
5. Ruth V. Aguilera
6. Peter J. Buckley
7. J. U. Kim

Citations in the corpus

• Understanding the impact of relational capital and organizational learning on alliance outcomes (2010, background): “…on strategic management and alliances assert that learning and acquiring know-how are important rationales for the formation of international strategic alliances (ISAs), contributing significantly to alliance outcomes (Dong & Glaister, 2006; Hamel, 1991; Inkpen & Beamish, 1997; Lyles & Salk, 1996).”
• Market and partner selection processes in international retail franchising (2009, background): “International joint venture activity (AlKhalifa andPeterson,1999;Geringer,1991; Salavrakos andStewart, 2006; Tatoglu, 2000; Ulas, 2005) and strategic alliances (Dong and Glaister, 2006; Hitt et al., 2004, 2000) dominate this body of work.”