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National and corporate culture differences in international strategic alliances: Perceptions of Chinese partners

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  • Li Dong
  • Keith Glaister

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    Abstract

    We consider the effect of national culture and corporate culture differences on the management of international strategic alliances (ISAs). Findings are based on the perceptions of a relatively large sample of Chinese partner firms in ISAs with foreign partners. We find that differences in national culture and corporate culture have contributed to a similar extent to differing views on ISA management. However, findings indicate that differences in national culture and corporate culture have a differential impact on aspects of ISA management. Perception of national culture and corporate culture differences and the contribution of those differences to differing views on the management of ISAs are greater in relatively younger ISAs compared with older ISAs. Managers in equity-based ISAs report fewer problems with culture related impediments to managing ISAs than managers in non-equity-based ISAs. Copyright Springer Science+Business Media, LLC 2007

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    File URL: http://hdl.handle.net/10.1007/s10490-006-9010-7
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    Bibliographic Info

    Article provided by Springer in its journal Asia Pacific Journal of Management.

    Volume (Year): 24 (2007)
    Issue (Month): 2 (June)
    Pages: 191-205

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    Handle: RePEc:kap:asiapa:v:24:y:2007:i:2:p:191-205

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    Postal: P.O. Box 17, 3300 AA Dordrecht, the Netherlands
    Web page: http://www.springerlink.com/link.asp?id=106589

    Related research

    Keywords: National culture; Corporate culture; International strategic alliances; China;

    References

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    Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
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    1. Keith W. Glaister, 1996. "Strategic Motives For International Alliance Formation," Journal of Management Studies, Wiley Blackwell, vol. 33(3), pages 301-332, 05.
    2. Dominique Jolly, 2005. "The Exogamic Nature of Sino-Foreign Joint Ventures," Asia Pacific Journal of Management, Springer, vol. 22(3), pages 285-306, September.
    3. Luo, Yadong, 2002. "Partnering with foreign businesses: perspectives from Chinese firms," Journal of Business Research, Elsevier, vol. 55(6), pages 481-493, June.
    4. Vijay Pothukuchi & Fariborz Damanpour & Jaepil Choi & Chao C Chen & Seung Ho Park, 2002. "National and Organizational Culture Differences and International Joint Venture Performance," Journal of International Business Studies, Palgrave Macmillan, vol. 33(2), pages 243-265, June.
    5. Björkman, Ingmar & Lu, Yuan, 1999. "A corporate perspective on the management of human resources in China," Journal of World Business, Elsevier, vol. 34(1), pages 16-25, April.
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    Cited by:
    1. Pierre-Xavier Meschi, 2009. "Government corruption and foreign stakes in international joint ventures in emerging economies," Asia Pacific Journal of Management, Springer, vol. 26(2), pages 241-261, June.
    2. Wu Zhan & Roger (Rongxin) Chen, 2013. "Dynamic capability and IJV performance: The effect of exploitation and exploration capabilities," Asia Pacific Journal of Management, Springer, vol. 30(2), pages 601-632, June.
    3. Mike Peng, 2009. "Passing the torch," Asia Pacific Journal of Management, Springer, vol. 26(4), pages 611-616, December.
    4. Li, Peng-Yu & Meyer, Klaus E., 2009. "Contextualizing experience effects in international business: A study of ownership strategies," Journal of World Business, Elsevier, vol. 44(4), pages 370-382, October.

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