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Response strategies in an international strategic alliance experimental context: Cross-country differences

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  • Tjemkes, Brian V.
  • Furrer, Olivier
  • Adolfs, Koen
  • Aydinlik, Arzu Ülgen
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    Abstract

    International strategic alliances have grown increasingly popular in recent decades, yet their failure rate is extremely high. Poor management of adverse situations contributes significantly to such high failure rates. Moreover, the international environments in which international strategic alliances operate exacerbate the adverse situations and make their management more critical. However, extant research does not specify how people from different national cultures respond to these adverse situations. In order to better understand cross-national differences, this study investigates future managers' preferences for specific response strategies in an international strategic alliance experimental context. Using a scenario-based experiment with 1379 business students in five countries—Japan, the Netherlands, Switzerland, Turkey, and the United Kingdom—the authors assess whether preferences for seven response strategies—exit, opportunism, aggressive voice, creative voice, considerate voice, patience, and neglect—vary across countries. The results indicate that national culture, both directly and interactively through relationship-level exchange variables that characterize the adversity of the situation, influences response strategy preference. This study advances literature on response strategies by explaining that when faced with the same adverse situation, future managers from different countries likely prefer different response strategies, depending on which response strategies they believe are most adequate in their cultural environment.

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    Bibliographic Info

    Article provided by Elsevier in its journal Journal of International Management.

    Volume (Year): 18 (2012)
    Issue (Month): 1 ()
    Pages: 66-84

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    Handle: RePEc:eee:intman:v:18:y:2012:i:1:p:66-84

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    Related research

    Keywords: International strategic alliances; National culture; Response strategies; Exchange variables;

    References

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    1. Jiang, Xu & Li, Yuan & Gao, Shanxing, 2008. "The stability of strategic alliances: Characteristics, factors and stages," Journal of International Management, Elsevier, vol. 14(2), pages 173-189, June.
    2. David C Thomas & Kevin Au, 2002. "The Effect of Cultural Differences on Behavioral Responses to Low Job Satisfaction," Journal of International Business Studies, Palgrave Macmillan, vol. 33(2), pages 309-326, June.
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    4. Nakos, George & Brouthers, Keith D., 2008. "International alliance commitment and performance of small and medium-size enterprises: The mediating role of process control," Journal of International Management, Elsevier, vol. 14(2), pages 124-137, June.
    5. Taras, Vas & Rowney, Julie & Steel, Piers, 2009. "Half a century of measuring culture: Review of approaches, challenges, and limitations based on the analysis of 121 instruments for quantifying culture," Journal of International Management, Elsevier, vol. 15(4), pages 357-373, December.
    6. Jean L Johnson & John B Cullen & Tomoaki Sakano & Hideyuki Takenouchi, 1996. "Setting the Stage for Trust and Strategic Integration in Japanese-U.S. Cooperative Alliances," Journal of International Business Studies, Palgrave Macmillan, vol. 27(4), pages 981-1004, December.
    7. Michael W Morris & Katherine Y Williams & Kwok Leung & Richard Larrick & M Teresa Mendoza & Deepti Bhatnagar & Jianfeng Li & Mari Kondo & Jin-Lian Luo & Jun-Chen Hu, 1998. "Conflict Management Style: Accounting for Cross-National Differences," Journal of International Business Studies, Palgrave Macmillan, vol. 29(4), pages 729-747, December.
    8. Ariño, Africa & de la Torre, Jose & Ring, Peter S., 2001. "Relational quality: Managing trust in corporate alliances," IESE Research Papers D/434, IESE Business School.
    9. Daniel Bello & Kwok Leung & Lee Radebaugh & Rosalie L Tung & Arjen van Witteloostuijn, 2009. "From the Editors: Student samples in international business research," Journal of International Business Studies, Palgrave Macmillan, vol. 40(3), pages 361-364, April.
    10. Harry G Barkema & Freek Vermeulen, 1997. "What Differences in the Cultural Backgrounds of Partners Are Detrimental for International Joint Ventures?," Journal of International Business Studies, Palgrave Macmillan, vol. 28(4), pages 845-864, December.
    11. Bradley L Kirkman & Kevin B Lowe & Cristina B Gibson, 2006. "A quarter century of Culture's Consequences: a review of empirical research incorporating Hofstede's cultural values framework," Journal of International Business Studies, Palgrave Macmillan, vol. 37(3), pages 285-320, May.
    12. Keith D. Brouthers & Gary J. Bamossy, 2006. "Post-Formation Processes in Eastern and Western European Joint Ventures," Journal of Management Studies, Wiley Blackwell, vol. 43(2), pages 203-229, 03.
    13. Steenkamp, Jan-Benedict E M & Baumgartner, Hans, 1998. " Assessing Measurement Invariance in Cross-National Consumer Research," Journal of Consumer Research, University of Chicago Press, vol. 25(1), pages 78-90, June.
    14. Jean L Johnson & John B Cullen & Tomoaki Sakano & Hideyuki Takenouchi, 1996. "Setting the Stage for Trust and Strategic Integration in Japanese-U.S. Cooperative Alliances," Journal of International Business Studies, Palgrave Macmillan, vol. 27(5), pages 981-1004, December.
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    Cited by:
    1. Bowe, Michael & Golesorkhi, Sougand & Yamin, Mo, 2014. "Explaining equity shares in international joint ventures: Combining the influence of asset characteristics, culture and institutional differences," Research in International Business and Finance, Elsevier, vol. 31(C), pages 212-233.
    2. Li, Dan & Miller, Stewart R. & Eden, Lorraine & Hitt, Michael A., 2012. "The Impact of Rule of Law on Market Value Creation for Local Alliance Partners in BRIC Countries," Journal of International Management, Elsevier, vol. 18(4), pages 305-321.

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