Based on data from Japan, the book examines the combined effect of product, geographic, and network diversity on multinational enterprise performance. A new measure for geographic scope is developed, one that considers the related elements of international asset dispersion and country environment diversity. The book also introduces a new concept of network diversity, and examines how it is strategically linked to performance. Perhaps most importantly, the book is able to empirically and theoretically demonstrate that a larger, more diverse network of alliances is not necessarily a good idea. These are important findings, with far reaching implications for practice and theory.