This volume forms part of a series exploring the outcomes of forming strategic alliances as part of a firms strategy. As governments promote innovation and the development of new high technology firms it is important to undercover the reasons that SMEs are less likely to form alliances than multinational firms. It is important that firms understand the efficacy of strategic alliances and that academics understand the need to inform policy makers of the infrastructures these firms need to succeed. The focus of this volume is defining what strategic management is and how strategic alliances should be part of a firms overall strategy rather than be used for crisis management. The book identifies key demographics used for management decision making. This book will be of interest to academics and students. Indeed "I wish I had read a book like this when trying to understand the complexity of management and strategy from a students perspective." The order of chapters will also make it a useful guide for dissertation or thesis formulation.