The world pulp and paper industry has been going through continuos restructuring process, involving mergers and acquisitions as a consequence of intense competition, which requires large-scale production. In this situation it is important for companies to mobilize huge amounts of financial resources and to acquire new managerial skills. Brazil is a major competitor in pulp production due, mainly, to its soil, climate and forest technology. Besides, the Brazilian pulp and paper companies are facing the challenge to dealing with highly productive world leading paper companies. This study aims to contribute to research into strategic management of firms involved in alliances, focusing on the strategic implications of their performance. The work focuses on Aracruz Celulose, the world leader company in the production of short fiber market pulp, which has built up important strategic alliances with the aim of reinforcing its competitiveness. Documental/telematic investigations as well as a survey and indepth interviews were used to collect data with the help of case study methodology and the triangulation of methods strategy. The theoretical framework for data interpretation and analysis was based on literature about the topic, with the support Macedo-Soares s systemic and integrative model in its traditional and relational versions. The research findings indicate that the relational view, which takes into account strategic implications of alliances, adds value to the traditional analysis, contributing new insights to company s strategic decision-making.