| Summary/Abstract |
What explains variation in how a patron manages its existing alliance with a client state when improving relations with an adversary? I theorize that the patron’s alliance management strategy is influenced by the client’s degree of bargaining power over its patron. Bargaining power derives from the availability of an outside option. Using archival and interview evidence, I show variation in alliance bargaining dynamics during US–China rapprochement. While the United States was dismissive toward South Korea, China was highly placating toward North Korea, making concessions and providing compensation. However, China became more dismissive during Sino-South Korean normalization, when North Korea’s bargaining power decreased. The findings have important policy implications for understanding how a patron could simultaneously manage alliance and adversary relationships.
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