This thesis explores the temporal development of a strategic alliance formed by seven logistical firms from the Nordic region and European mainland. The analytical spotlight focuses on a decade long transition from a loose collaborative association to a formal consortium. By applying five levels of analysis, the study produced several insights and contributions of conceptual, theoretical, analytical and managerial art. Conceptually, the explanatory viability of several theories has been verified while conceptual inadequacy of several other propositions have been established. Theoretically, the study bridges the network-based conceptualizations of strategic alliances with other scientific fields such as international management, business process redesign, logistical systems evolution, intercultural communication and cross-cultural decision-making, and integrates research outcomes into an empirically validated model of the alliance’s systemic fit. Analytically, the "black box" of alliance’s evolution has been unpacked using a longitudinal, multivariate research method. By identifying several inversely related causal motors that concurrently and interchangeably shaped the alliance transition, the study demonstrates that over a ten-year period the forces of collaboration overpowered the relational and cultural diversity, and contributed to intra-alliance match. Managerial relevance derives from the fact that the alliance became Pan-European logistical service supplier, benefited from network enlargement, realized economies of scope, higher customer density, joint operational governance and intimate knowledge of demand specifics. These inputs have been translated into discernible competitive advantage by both, the multi-domestic and transnational output supply strategies that seldom are employed in parallel by orthodox corporate systems. The multi-domestic style of operations allowed the alliance partners creating a complete value chain in their home markets. This enabled the alliance to cope with demand heterogeneity in the European market and compete with other internationals through a broad market-service spectrum. On the other hand, by producing different elements of its value chain in different countries, the alliance created a transnational distribution system that could serve global customers, realize economies of international standardization and participate in global rivalry. By showing that single-modal freight supply solutions should be customized to meet international demand diversity, while intermodal distribution measures should be standardized to secure uniform quality standard throughout the entire distribution channel, these findings provided empirically tested knowledge on viable scope of integration for operators in complex international markets. These latter insights may represent valuable utility to managers seeking to match the supply structure with demand postulates from international users. / Diss. Stockholm : Handelshögsk., 2001