The 1990s saw significant growth in international strategic alliances (Mowery, 1988; Mytelka, 1991; Hagedoorn, 1996), paralleling the increase in cross-border mergers and acquisitions (M&As). The “hypercompetition” context (D’Aveni & MacMillan, 1994) has created a significant incentive for organizations to collaborate particularly in the automotive industry. In this sector at a general level, car manufacturers look for alliances to achieve global economies of scale in production (and then to reduce costs), to attain a critical mass, and also to secure sufficient financial resources to develop leading-edge technologies for the next generation of “eco-friendly” cars (Kang & Sakai, 2000).