This paper's aim is to investigate structurationist evidence, due to an inter organizational strategic alliance, that may have resulted in the transformation of a home industry to a multinational company. This goal was achieved by performing a case study in the Brazilian subsidiary of the sector of furniture machinery and components, the current market leader. The considerations of Johanson and Vahlne (2006) regarding the implications in terms of learning and opportunities of inter-organizational relationships were given special attention. Consistent with the growing requirement of clarifying the strategic practice in everyday business, examining the essential connection between people, activities and the broader context, the Strategy-as-practice approach was adopted in tandem with the structurationist theory. The results highlight several changes in the activities of the subsidiary firm during the following periods of the relationship: (i) pre alliance; (ii) partnership; and (iii) after the joint-venture. To illustrate how elements of praxis, practices and practitioners are related in these different phases, a graphic adapted from Whittington (2006) is proposed. We conclude with the presentation of a table with the main activities and tools involved in the restructuring of the company from which practices of personnel mobility and relationship commitment are emphasized. For a better understanding of how strategic alliances affect the capital goods companies, a comparative study should be considered. A comparative study is indicated in the same way, for checking on recurrent patterns of involvement in terms of practice, praxis and practitioners in relationship stages, similar to what is being proposed. This would allow making inferences about the scope and conditions of transferability.
strategic alliance; strategy-as-practice; internationalization; structuration; Uppsala
