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Culture and its perception in strategic alliances, does it affect the performance? An exploratory study into Dutch-German ventures

Author

Listed:
  • Ulijn, J.M.

    (ECIS, Eindhoven University of Technology)

  • Duysters, G.M.

    (ECIS, Eindhoven University of Technology)

  • Schaezlein, R.

    (Darmstadt University of Technology, Germany)

  • Remer, S.

    (Darmstadt University of Technology, Germany)

Abstract

No abstract is available for this item.

Suggested Citation

  • Ulijn, J.M. & Duysters, G.M. & Schaezlein, R. & Remer, S., 2003. "Culture and its perception in strategic alliances, does it affect the performance? An exploratory study into Dutch-German ventures," Working Papers 03.05, Eindhoven Center for Innovation Studies.
    • Handle: RePEc:ein:tuecis:0305
    as

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    References listed on IDEAS

    as
    1. Jan Ulijn & Arie Nagel & Wee Liang Tan, 2001. "The Impact Of National, Corporate And Professional Cultures On Innovation: German And Dutch Firms Compared," Journal of Enterprising Culture (JEC), World Scientific Publishing Co. Pte. Ltd., vol. 9(01), pages 21-52.
    2. Contractor, F. J. & Lorange, P., 2002. "The growth of alliances in the knowledge-based economy," International Business Review, Elsevier, vol. 11(4), pages 485-502, August.
    3. 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;Academy of International Business, vol. 28(4), pages 845-864, December.
    4. Seung Ho Park & Gerardo R. Ungson, 2001. "Interfirm Rivalry and Managerial Complexity: A Conceptual Framework of Alliance Failure," Organization Science, INFORMS, vol. 12(1), pages 37-53, February.
    Full references (including those not matched with items on IDEAS)

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