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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

Suggested Citation

  • Li Dong & Keith Glaister, 2007. "National and corporate culture differences in international strategic alliances: Perceptions of Chinese partners," Asia Pacific Journal of Management, Springer, vol. 24(2), pages 191-205, June.
  • Handle: RePEc:kap:asiapa:v:24:y:2007:i:2:p:191-205
    DOI: 10.1007/s10490-006-9010-7
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    References listed on IDEAS

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    1. Dominique Jolly, 2005. "The Exogamic Nature of Sino-Foreign Joint Ventures," Asia Pacific Journal of Management, Springer, vol. 22(3), pages 285-306, September.
    2. Keith W. Glaister, 1996. "Strategic Motives For International Alliance Formation," Journal of Management Studies, Wiley Blackwell, vol. 33(3), pages 301-332, May.
    3. 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.
    4. Luo, Yadong, 2002. "Partnering with foreign businesses: perspectives from Chinese firms," Journal of Business Research, Elsevier, vol. 55(6), pages 481-493, June.
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    Cited by:

    1. Dasí-Rodríguez, Sonia & Pardo-del-Val, Manuela, 2015. "Seeking partners in international alliances: The influence of cultural factors," Journal of Business Research, Elsevier, vol. 68(7), pages 1522-1526.
    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. Binali Doğan & Ata Özdemirci, 2012. "The Effect of Business Owners’/Leaders’ Cultural Values on The Strategic Behavior In Condition of Crisis: A Research on Small Enterprises In Istanbul Chamber of Industry," International Journal of Business and Social Research, MIR Center for Socio-Economic Research, vol. 2(2), pages 20-32, April.
    4. 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.
    5. Mario Testa & Vittoria Marino & Gerardino Metallo & Bernardino Quattociocchi & Salvatore Esposito De Falco, 2014. "The knowledge-based internationalization of italian fashion firms. The chinese market experience," ESPERIENZE D'IMPRESA, FrancoAngeli Editore, vol. 2014(1), pages 29-40.
    6. Mike Peng, 2009. "Passing the torch," Asia Pacific Journal of Management, Springer, vol. 26(4), pages 611-616, December.
    7. 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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