This thesis presents a study of technology transfer within the telecommunications company of Venezuela (CANTV) between 1991-1996. The thesis examines, in-depth, a single case - CANTV - at a critical time in its history. The company was state-owned until 1991 when it became a partnership with a US corporation, General Telephone Electronic (GTE) and Telefonica de Espana. The case is discussed against the background of global re-organisation of the telecommunications sector, its institutional transformation and technological change to provide an empirical foundation for a extensive study of technology transfer within the context of international alliances. It extends established theories which, hitherto, have not adequately described the role of partnerships as a conduit for the transfer of technologies. Until the early 1990s the performance of CANTV was far below international best practice. It was determined, at governmental level in Venezuela, to institute a radical transformation and profound changes took place in ownership, technology and, subsequently, performance. The case was analysed using a multi-disciplinary and longitudinal approach, drawing extensively on grounded theory. Data was gathered by participant observation, extensive interviews, study of company and governmental documentation. Frameworks for analysis were drawn from innovation theory, analyses of international technology transfer approaches and business management theory. In addition to an extensive organisational study, focusing on the relationships between partners, two specific technologies selected for examination as they were transferred into CANTV from partners. One technology was 'successfully transferred, the other not - this provided data for a detailed comparative analysis. The research concludes that a 'new' model of technology transfer has emerged within strategic partnerships and international alliances. However, to be successful, a portfolio of managerial capabilities is needed to reap the benefits of potential synergies between partners. Especially important are management skills and processes to define partners' capabilities, position technologies, manage complex transfer processes and support on-going learning.