ABSTRACT
Recent research has pointed to a marked increase in cross-border strategic alliances over the last decade (see, for example, Hergert and Morris 1987; Hladik 1985; Chesnais 1988; Mytelka 1991; Hagedoorn and Schakenraad 1990; Gugler 1992; Mowery 1992; see also other chapters in this volume). Extrapolation from this recent past trend and the findings from several recent surveys of the strategic intentions of corporate CEOs suggest that international strategic alliances will continue to proliferate over the foreseeable future. For example, a recent survey of 419 CEOs by Business International (1992) shows that strategic alliances rank as the most important approach to worldwide business expansion (see table 9.1). Another survey of CEOs in the electronics industry by Electronics Business (Baatz 1993) similarly indicates that strategic alliances are the most popular global strategy: out of six approaches for going global, the three most important all involve alliances, either with foreign distributors, foreign technology product developers, or foreign suppliers (see table 9.2). A third survey of CEOs showed a marked increase in dependence on external sources of technology expected over the next three years (Roberts 1992).
