Introduction Business organizations have recently shown inclination towards extending their operations onto the global scene. This internationalization of business organizations develop into the current globalization. Globalization is has been regarded simply as the ‘spread and connectedness of production, communication and technologies across the world’ (Smith & Doyle, 2002). As the business organizations extend their operations across borders, there is exchange of skills and techniques. The modern means of communication has enhanced coordination of these global business operations. There has been a significant shift from the nation states to multinational corporations (Smith and Doyle, 2002). A number of ways exist through which business organizations can globalize their operations. One common method is through global alliances that involve different large organizations from different parts of the world linking together in research and development. Global strategic alliance involves business organizations operating together in an agreement that is more than business-to-business dealings but less than a complete merger of the organizations (Elmuti & Kathawala, 2001, p.205). Unlike globalization through foreign direct investments, these alliances enables organizations to access global knowledge and the innovation systems that are specific to a give region in the world (Vasudeva & Almeida, N.d, p.7). The alliance mainly promotes inter-learning between firms. Reasons for failures in many global alliances The strategic global alliances are made by organizations in order to improve their operations and penetrations into the global market. Researches have indicated that a greater percentage of the alliances are formed to enhance joint marketing and product promotions ((Elmuti & Kathawala, 2001, p.206). If a successful strategy is adopted for the alliances, then the management of the companies can connect the alliance to their overall objectives and goals, maximize the outputs of the individual partners, and improve on the overall portfolio of the alliance (Hollerbach & Morgan, 2009). However, developing such a strategy is often difficult and intended benefits of such global alliances are not obvious due to certain factors. As a result, many global alliances often fail. It has been observed that half of the failures in alliances result from poor management strategies (Elmuti & Kathawala, 2001, p.211). Some of the managers of the organizations that have engaged in a strategic global alliance may retreat after the alliance has been formed (Hollerbach & Morgan, 2009). The companies get into an alliance but the management fails to establish team that monitors the alliance to its success. Similarly, the political, cultural, demographic differences across different countries can be a distracting factor in developing a common objective for an alliance. The other failure for the alliances is caused by different organizational structures, management systems as well as the different business goals and objectives. It is often difficult to communicate to the different stakeholders of an alliance the quality and benefits of such an alliance (Hollerbach & Morgan, 2009). It may be difficult o develop a common objective or goal that suits all the stakeholders and all the partners