Airlines have forged a number of complementary strategic alliances, in part because many airlines are not profitable. Some airlines participate in several alliances simultaneously. This tends to
a. make the partners' true loyalties and intentions unclear.
b. make the role of the strategic center firms more critical to alliance success.
c. distribute the alliances along several segments of the airline industry value chain.
d. be most effective when the alliances are with airlines headquartered in different nations.
Answer: make the partners' true loyalties and intentions unclear.