Both strategy and alliance have many different connotations. Then, strategic alliances inevitably produce chaotic interpretation. Why has a phrase of strategic alliances get into the news? One useful hint will guide us to the right way: increase of collaboration needs due to the environmental turbulence. This paper does not have a position of strategy as a simple resource "enclosing" function. Our focus will be put on "disclosing" alliance activities such as business development, collaboration, and creativity through resource sharing between the corporations. They share resources even with rivals. Strategic alliances keep supple connections, linkages, and relations enjoying each company's autonomy as well as value adding activities. For developing seamless or borderless strategy, information network, as business infrastructure, takes a catalyzing function. A deep discussion will be implemented for designing a framework of strategic alliances.

While coalitions among firms are not new in international competitions, their characteristics, are undergoing transformations, to bear more strategic nature than they used to. In other words, positioning of coalitions since 80's up to present are transforming from the subordinate management strategy into fundamental one, now being regarded as an inevitable measure for corporate survival, whereas traditional coalitions were often tactical. Under fierce competition in the international market, multinationals are facing challenge of deployment of strategic alliances in speedy and flexible manner for their future survival.

In this context it is evident that further progress of information technology is mandatory for multinationals to accelerate their strategy development. Globalization of informations are being and will be spurred all the more by expansion as well as sophistication of information networks. Whether multinationals win in competitions not solely depends on exploiting partners's management competencies to maximum rather than using their own through intellectual deployment of information infrastracture.

This paper propose a matrix of strategic alliances in terms of the pursuit of economic effectiveness (economy of scale , economy of network) and of relations between linked companies (close/tight , open/loose). The matrix includes four types of stratigic alliances which have different strategic significance and characteristics.

The open and loose linkage which pursues economic effectiveness on the internet will evolve rapidly and promote changes in the structure of industries and companies.

The paradigm of strategic alliance is shiftinng from "Win- Lose" to "Win-Win". However, the critical success factor will be the core-competence of each linked company.

Now "Network Business" which take an advantage of INTERNET is being taken up a subject for discussion, although there are only a few examples, which work successfully. We will discuss "Network Business" from these two points: one is "Internal Network Business", starting from 80's and another is recently "Consumer Network Business". When we will give careful consideration to see the problem underlie in 'Network Business', which is now growing its impact on the consumer market.

We can see its importance in growing "reliability" in each deal and immediate formation of "Business mechanism" which can get more support from consumer, as well as ones regarding the settlement and its security. The problems for previous "Internal Network Business" has been a reformation of business mechanism. In the contrary, the ones for open and changeable "Consumer Network Business" is a formation of reliable and continuous business mechanism.Providing some limitation to access the Network might be one of the solution for establishment of the successful business mechanism.

This report answers the following three questions:

1) Although outsourcing has a long history since the application of information technology (lT) in the business area, why has information system (lS) outsourcing been revitalized only in the US and Japan since the late '80s?

2) What are the differences between traditional, contractual outsourcing and the newly evolved IS outsourcing that has gradually strengthened the strategic factors? What cases in the US and Japan apply to strategic outsourcing?

3) Although common points are found in outsourcing in the US and Japan, are there any differences between the two countries that are leading the world in outsourcing?

A virtual organization is defined as a closer connection of the competitive cores of related organizations. Each core will transform itself or change places with a new core under the influence of social and economical transition. The characteristic of core transformation is explained by the following four variables, i.e., the type of alliance, regeneration, hierarchy, and the value of each core. The value of core is defined by quality and service as numerators, also cost and cycle time as denominators. Consequently, there are four available means for improving the value of core, namely "numerator-constant and denominator cut", "denominator- constant and numerator- increase", "the ratio numerator-to-denominator increase" and "numerator-increase and denominator-cut". There is a causal relationship between the types of alliance and the improvement measure for core value.We first propose the characteristic of core, and then verify empirically for typical examples.