The subject of cross-border alliances, and of cooperative strategy generally, is one that has been growing in importance over the last ten to fifteen years, both for practitioners and for academics. The literature on the subject has increased substantially during this time but, as with all subjects that come into vogue, there is currently no generally agreed body of theory, or even terminology to assist the student in researching and understanding the subject. This thesis, which is exploratory in nature, seeks to contribute to the strategic alliance field by means of research aimed at identifying significant associations between formation conditions, management approaches and evolving decision making taken in the case study alliances and the effectiveness of those alliances as deemed by significant partner members. The concluding chapters present findings from the research, attempt to bring together the overall findings, and arrive at some general conclusions, especially certain implications for management. / Master of Commerce (Hons)