Strategic alliance: case study in competitive positioning

Family vs non family networks: Chile, Mexico and Peru

“…The intensity of tie-building may vary with differing institutional and FF trajectories at the country level (Corbetta and Salvato, 2004;Fainshmidt et al, 2018). In contrast with Cardenas (2015), we do not support the idea that Latin American FFs are "ill prepared" to build international board ties due to their connections with political elites (Bucheli and Salvaj, 2009;Salvaj and Couyoumdjian, 2016;V asquez, 2005), their dominant positions in national markets (PWC, 2013;Salvaj, 2013) or their access to new business opportunities created by local governments (Roussakis and Lizarzaburu, 2013). Instead, we argue that the transition toward globalization and more open economies (David and Westerhuis, 2020), the creation of the 2011 Trans-Pacific Partnership, the consolidation of Latin American MNCs or multilatinas (Aguilera et al, 2017;Barbero, 2014;Cuervo-Cazurra, 2008;Finchelstein, 2012) and FF links with MNCs at the local level (Bucheli et al, 2019) have provided elite knowledge, influenced networks and incentivized the development of a transnational corporate network of FFs in Chile, Mexico and Peru.…”