Assessing the Rationale in Strategic Alliances – Gazprom’s Expansion into the Finnish Natural Gas Market

Abstract

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Business and management in Russia: a review of the post-Soviet literature and future research directions

“…As for strategic goals and management practices, managers were just beginning to understand the realities and requirements of success in a competitive environment, but the level of understanding varied among managers (Chacko and Wacker, 2001). Gazprom, a major global player in natural gas production, was found to employ different strategies in different regions, according to each region's strategic importance (Vahtra and Lorentz, 2005). The competitive strategy of diversification was followed by various successful Russian firms in gaining market share leadership (Hunter, 2003).…”

The grounding of the “flying bank”

“…At the time the decision was justified as protecting the interest of the people of Switzerland, which perhaps appealed to the general Swiss public. In reality, Swissair was not clear on the rationale for forming strategic alliances (Elmuti and Kathawala, 2001;Vahtra and Lorentz, 2005). This decision can be explained with the aid of the Resource Dependence theory which states that the firm's ability to interact with the external environment and the ability to manage the interdependence with other firms would be an important consideration for the board.…”