Strategic Alliances within a Big-Six Accounting Firm : A Case Study

Looks at how one large international accounting organization, discussed under a pseudonym, has responded to competition on a global scale, focusing on its organizational structure and alliance strategies. Offers a review of recent research which examines strategic alliances and joint ventures. Provides background to the organizational structure of large multinational accounting firms, suggesting that in many cases they operate as alliances of national firms rather than as single, centrally controlled entities. Shows how the accounting firm in question has adapted to increasingly competitive international markets by strengthening and formalizing what were previously loose alliance structures and by centralizing decision-making mechanisms. Contends that the new structures adopted by the accounting conform to Hedlund's 'N-form' model of organizational structure