Relational resources and capabilities in acquisitions, joint ventures and alliances in the automotive industry

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This article analyses the resources, capabilities and advantages of relational processes of acquisitions, joint ventures, alliances and partnerships in the automotive sector based on an analysis of five dyad case studies. These strategies imply significant structural and relational changes constrained by a systemic disintegration of production and new governance structures such as inter-firm partnering and networking. Data were collected using interviews, participant observation, documents and specialised publications and were evaluated based on the content analysis technique. The results of the survey indicate that these mergers, acquisitions and joint ventures: 1) have enabled automakers and supplier growth through the process of internationalisation; 2) are driven by different objectives, but mainly by geographical locations and technological, managerial, institutional and market resource complementarities; 3) reveal a significant exchange of resources and capabilities acquired through these relationships at intra-and/or inter-organisational levels in the internationalisation process. Copyright © 2017 Inderscience Enterprises Ltd.