Does a Connection Exist Among National Culture, Alliance Strategy, and Leading ICT Firms’ Performance? (original) (raw)
Related papers
Culture, Strategic Alliances, Mergers and Acquisitions: An Introduction
Strategic Alliances, Mergers and Acquisitions
Over the past decades, we have witnessed a sharp upheaval in the number of external organizational modes such as strategic alliances and mergers and acquisitions (M&A). 1 A large strand of literature has already reported on the benefi ts of these modes, for example the sharing of costs and risks, the learning of new skills and technologies and their role in international eff orts of companies. In spite of the noted benefi ts, however, the track record of these external organizational modes paints a black picture. Most studies show that more than half of the strategic alliances and M&A do not prove to be successful. Traditionally, scholars focused on 'hard' factors like fi nancial and strategic factors for explaining the success or failure of these external modes. More recently, however, research into more 'soft' factors such as organizational and human resources-linked subjects have increased in importance (Larsson and Finkelstein, 1999; Stahl and Voigt, 2008). This has led to a growing and emergent body of literature on the importance of culture for the success of strategic alliances and M&A. 2 According to Hofstede (2001), culture can be treated as 'the collective programming of the mind that distinguishes the members of one group or category of people from another' (p. 9). As argued by among others Stahl and Voigt (2008), scholars have sought to explain the (under)performance of these external modes by variables such as cultural distance (
The Influence of National Culture on the Formation of Technology Alliances by Entrepreneurial Firms
Academy of Management Journal, 2000
We consider the effect that national culture has on the propensity for small, independent manufacturing enterprises to (1) cooperate with other firms for technological innovation and (2) use equity ties in the formation of these alliances. Results from a five-country study indicate that national culture traits directly influence technology alliance formation and moderate the relationship between perceived technological uncertainty and alliance formation. Specifically, our results suggest tbat a resource dependence explanation for tecbnology alliance formation is strongest for societies tbat maintain cooperative values and avoid uncertainty. A transaction cost explanation for tbe use of equity ties is strongest for societies that value individualism.
Management Decision, 2007
PurposeMany managers of Indo‐French alliances consider culture to be a failure, rather than a success factor because they address the national or corporate level for cross‐cultural comparisons. In contrast, this study proposes using the Douglasian Cultural Theory (CT) to address the transactional level of culture. In so doing, it aims to overcome some of the limitations of the national, corporate and transactional approaches and provide a systematic framework for discussing the viability of international alliances.Design/methodology/approachAn analysis of 48 ethnographic interviews and field studies was conducted in 25 Indo‐French alliances.FindingsThrough an analysis of the ethnographic interviews and field studies conducted, the paper offers the following guidelines to managers for the design of viable alliances: the commonly‐cited interdependence of the hierarchical and competitive solidarities is not sufficient to ensure the viability of international alliances; the presence of ...
Strategic Alliances, Mergers and Acquisitions
DOI to the publisher's website. • The final author version and the galley proof are versions of the publication after peer review. • The final published version features the final layout of the paper including the volume, issue and page numbers. Link to publication General rights Copyright and moral rights for the publications made accessible in the public portal are retained by the authors and/or other copyright owners and it is a condition of accessing publications that users recognise and abide by the legal requirements associated with these rights. • Users may download and print one copy of any publication from the public portal for the purpose of private study or research. • You may not further distribute the material or use it for any profit-making activity or commercial gain • You may freely distribute the URL identifying the publication in the public portal. If the publication is distributed under the terms of Article 25fa of the Dutch Copyright Act, indicated by the "Taverne" license above, please follow below link for the End User Agreement:
Journal of Euromarketing, 2010
Abstract The aim of this paper is to examine the isomorphism between the organizational culture developed in the headquarters (HQs) and that of the strategic alliances (SAs) operating in an emerging market in light of cultural distance. The foreign partners’ tendency towards the transfer of their own organizational cultures in the SAs is tested through binominal logistic regression analysis in which a series of the endogenous and extraneous variables are taken into account. Data are drawn from the SAs operating in Turkey by using both qualitative and quantitative techniques. The results suggest that the transfer of the organizational culture of multinational corporations (MNEs) in the SAs is explained in light of the following the endogenous and extraneous variables rather than the differentiation between the socio-cultural contexts of the host and home countries; the strong organizational culture of the foreign partner, the size of the local partner, MNE strategy and the international experience of the local partner. Keywords: Emerging market, organizational culture, strategic alliance, Turkey.
IAEME PUBLICATION, 2021
The main purpose of this paper is to investigate the effect of alliance formation motives (AFM) on strategic alliance performance (SAP). An interaction effect of organizational culture on the relationship between alliance formation motives and alliance performance outcomes are proposed. Design/ methodology/ approach: The conceptual model was developed based on a survey of 324 alliance managers in GCC. The research hypotheses were empirically tested using Structural equitation modeling (SEM) technique. The major findings of the present study are summarized as follows: Organizational culture acts as a pure moderator between alliance formation motives and alliance performance outcomes and plays a prominent role on the success of strategic alliance performance outcomes. Risk sharing, technology transfer and Market & Economics Development have a significant positive relationship with strategic alliance performance outcomes. This research provides multiple insights for managers. As the analysis on the moderating role of organizational culture has highlighted the fact that it is difficult to achieve alliance success and goals without clear and adequate investigation of organizational culture, therefore, alliances managers should not ignore the vital influence of organizational culture on the strategic alliance performance, which will help in achieving a high degree of value creation, and play a crucial role in the technology transfer. The paper significantly enriches strategic alliance literature and bridges the gap in the firm alliance formation motives and strategic alliance performance by suggesting cultural effects on the relationship between alliance formation motives and alliance performance.
2020
The present study was aimed to investigate and identify the impact of strategic alliances on organizational performance and to study the moderating impact of organizational culture among strategic alliances and organizational performance. The present study adopted deductive and quantitative approach and lies under the philosophy of positivism to develop and test the hypothesized relationship on the basis of existing theories. The findings suggest that strategic alliances play significant role in organizational productivity and growth.
Learning from experience in international alliances: antecedents and firm performance implications
Journal of Business Research, 2005
In this study of cross-border alliances, we argue that learning from past experiences is an efficient way to alleviate coordination challenges and, therefore, is a key factor that enhances the alliance performance of the firm. We also argue that learning from past experiences is an important factor creating superior performance for the firm through facilitating interfirm know-how transfer. At least two cultural aspects influence learning from experience: organizational commitment to the alliance relationship and learning orientation. We also explore the performance implications of learning from experience.