Montedison, an Italian chemical company, tried to re$-$enter the US in the early $1980$s$,$ a few years after it failed in that same market with a wholly owned subsidiary. Montedison held about $17$ per cent of the European capacity in polypropylene production, but it was weak in the US$.$ Although it had experienced success in Europe, and had even developed an advanced new processing technology for the production of polypropylene, venturing into the unfamiliar US market on its own appeared too risky, especially given its earlier failure. Montedison decided to team up with Hercules, the leading polypropylene producer in the US market, Hercules had competitive advantages in marketing and product applications, but was weak in process technology. Thus, the two companies felt they could achieve synergies through collaboration. In $1983,$ the two companies established a fifty$-$fifty equity joint venture, incorporating the successful marketing strategies from Hercules and the process technologies from Montedison. This joint venture grew into the world leader in polypropylene. The case illustrates that:

a$.$ 

Network relationships with international competitors can be created in the form of equity joint venture.

b$.$ 

Network relationships with international competitors can be created in the form of strategic alliance.

c$.$ 

Network relationships with international competitors can be created in the form of strategic partnership.

d$.$ 

None of the above.

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