In this paper we attempted to relate firm`s overall organizational strategy to its international strategy and to relate alternative strategies to firm performance. We argued that, although firm`s international strategy was important, it should be evaluated within its overall organizational strategy. The analyses generally supported that there were significant differences in international configuration and coordination among the three alternative overall organizational strategies. The findings suggest that the analysis of firm`s international strategy should be made within a broader framework of its organizational strategy. The analysis results also suggest that the alternative strategies would perform equally well, providing that the strategy was well implemented.