Skip to main content Accessibility help

We use cookies to distinguish you from other users and to provide you with a better experience on our websites. Close this message to accept cookies or find out how to manage your cookie settings.

Close cookie message
×
Hostname: page-component-84b7d79bbc-x5cpj Total loading time: 0 Render date: 2024-07-28T22:39:14.657Z Has data issue: false hasContentIssue false

24 - Culture and Cross-Border Alliances

Unholy Matrimony

from Part IX - Fostering Trust and the Impact of Culture

Published online by Cambridge University Press:  01 March 2019

By
Oded Shenkar
Edited by
Farok J. Contractor  and
Jeffrey J. Reuer
Farok J. Contractor
Affiliation:
Rutgers University, New Jersey
Jeffrey J. Reuer
Affiliation:
University of Colorado Boulder
Get access

Summary

A summary is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.
Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Chapter
Information
Frontiers of Strategic Alliance Research
Negotiating, Structuring and Governing Partnerships
 , pp. 411 - 420
Publisher: Cambridge University Press
Print publication year: 2019

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Anderson, Erin and Gatignon, Hubert (1986). Modes of foreign entry: A transaction cost analysis and propositions. Journal of International Business Studies, 17, 1–26.Google Scholar
Arikan, Ilgaz and Shenkar, Oded. (2013). National animosity and cross-border alliances. Academy of Management Journal, 56(6), 1516–44.Google Scholar
Balliet, Daniel, Wu, Junhui, and De Dreu, Carston K. W. (2014). Ingroup favoritism in cooperation: A meta-analysis. Psychological Bulletin, 140(6), 1556–81.CrossRefGoogle ScholarPubMed
Bell, J., den Ouden, B., and Ziggers, G. (2006). Dynamics of cooperation: At the brink of irrelevance. Journal of Management Studies, 43(7), 1607–19.Google Scholar
Brock, David, Shenkar, Oded, Shoham, Amir, and Siskocick, Ilene C. (2008). National culture and expatriate deployment. Journal of International Business Studies, 39(3), 1–18.Google Scholar
Angela Rachael, Dorrough and Andreas, Glockner. (2016). Multinational investigation of cross-societal cooperation. Proceedings of the National Academy of Sciences, 113(39), 10836–41.Google Scholar
Dorrough, Angela R., Glockner, Andreas, Hellmann, Dshamilja M., and Ebert, Irena. (2015). The development of ingroup favoritism in repeated social dilemmas. Frontiers in Psychology, 6, 1–12.Google Scholar
Gatignon, Hubert and Anderson, Erin (1988). The multinational corporation’s degree of control over foreign subsidiaries: An empirical test of a transaction cost explanation. Journal of Law, Economics and Organization, 4, 305–36.Google Scholar
Ghemawat, Pankaj. (2007). Redefining Global Strategy. Boston, MA: Harvard Business Press.Google Scholar
Gong, Yaping, Shenkar, Oded, Luo, Yadong, and Nyaw, Mee-Kau. (2001). Role conflict and role ambiguity of international joint ventures’ CEOs: A transaction cost perspective. Journal of Applied Psychology, 86(4), 1–10.Google Scholar
Hennart, J. F. (2006). Alliance research: Less is more? Journal of Management Studies, 43(7), 1621–28.Google Scholar
Hofstede, Gert Jan. (2010). Why do international alliances fail? Some insights from culture and human social biology. Ulijn, Jan M., Duysters, Geert, and Meijer, Elise, eds., Strategic Alliances Mergers and Acquisitions: The Influence of Culture on Successful Cooperation. Cheltenham: Edward Elgar, 30–59.Google Scholar
Killing, Peter J. (1982). How to make a global joint venture work. Harvard Business Review, May.Google Scholar
Koch, Pamela, Koch, Bradley, Menon, Tanya, and Shenkar, Oded. (2016). Cultural friction in leadership beliefs and foreign invested enterprise survival. Journal of International Business Studies, 47(4), 453–70.Google Scholar
Kogut, Bruce and Singh, Harbit (1988). The effect of national culture on the choice of entry mode. Journal of International Business Studies, 19(3), 411–32.CrossRefGoogle Scholar
Kumar, Rajesh and Das, T. K. (2010). Strategic alliances and culture in a globalizing world. Ulijn, Jan M., Duysters, Geert, and Meijer, Elise, eds., Strategic Alliances Mergers and Acquisitions: The Influence of Culture on Successful Cooperation. Cheltenham: Edward Elgar, 13–29.Google Scholar
Kwanjai, Nantawan Noi and den Hertog, J. Friso. (2010). Portrait of an odd-eyes cat: Cultural crossing as a trademark for a Dutch-Thai strategic alliance. Ulijn, Jan M., Duysters, Geert, and Meijer, Elise, eds., Strategic Alliances Mergers and Acquisitions: The Influence of Culture on Successful Cooperation. Cheltenham: Edward Elgar, 227–54.Google Scholar
Lee, Seung-Hyun, Shenkar, Oded and Li, J. T. (2008). Cultural distance, investment flow, and control in cross-border cooperation (research note). Strategic Management Journal, 29(10), 1117–25.CrossRefGoogle Scholar
Leung, Kwok, Wang, Zhongming, and Smith, Peter B. (2001). Job attitudes and organizational justice in joint venture hotels in China: The role of expatriate managers. International Journal of Human Resource Management, 12(6), 926–45.Google Scholar
Li, Chengguang, Brodbeck, Felix Shenkar, C., Ponzi, Oded, Leonard, J., and Jan Hendrik, Fisch. (2017). Embracing the foreign: Cultural attractiveness and country reputation, foreign direct investment, and cross-border acquisition performance. Strategic Management Journal, 38(4), 950–71.Google Scholar
Luo, Yadong and Shenkar, Oded. (2011). Toward a perspective of friction in international business. Journal of International Management, 17, 1–14.Google Scholar
Morosini, Piero (1998). Managing Cultural Differences. Bingham: Emerald.Google Scholar
Morosini, Piero (2006). Nurturing successful alliances across boundaries. Shenkar, Oded and Reuer, Jeff, eds., Handbook of Strategic Alliances. Thousand Oaks, CA: Sage, 273–96.Google Scholar
Park, Seung Ho and Gerardo R., Ungson (1997). The effect of national culture, organizational complementarity, and economic motivation on joint venture dissolution. The Academy of Management Journal, 40(2), 279–307.Google Scholar
Parkhe, Arvind (1991). Interfirm diversity, organizational learning, and longevity in global strategic alliances. Journal of International Business Studies, 22(4), 579–601.Google Scholar
Peng, Mike W. and Shenkar, Oded. (2002). Joint venture dissolution as corporate divorce. Academy of Management Executive, 16(2), 92–105.Google Scholar
Rodriguez, Carlos M. (2005). Emergence of a third culture: Shared leadership in international strategic alliances. International Marketing Review, 22(1), 67–95.Google Scholar
Salk, Jane E. and Shenkar, Oded. (2001). Social identity in an international joint venture: An exploratory case study. Organization Science, 32(3), 161–78.Google Scholar
Schneider, Susan C. and De Meyer, Arnoud (1991). Interpreting and responding to strategic issues: The impact of national culture. Strategic Management Journal, 12, 307–20.Google Scholar
Selmer, Jan, Chiu, Randy K., and Shenkar, Oded. (2007). Cultural distance asymmetry in expatriate adjustment. Cross Cultural Management, 14(2), 150–60.CrossRefGoogle Scholar
Shenkar, Oded. (2001). Cultural distance revisited: Towards a more rigorous conceptualization and measurement of cultural differences. Journal of International Business Studies, 32(3), 1–17.Google Scholar
Shenkar, Oded. (2012). Beyond “cultural distance”: Switching to a friction lens in the study of cultural differences. Journal of International Business Studies, 43(1), 12–17.Google Scholar
Shenkar, Oded, Luo, Yadong, and Yeheskel, Orly. (2008). From distance to friction: Substituting, metaphors and redirecting intercultural research. Academy of Management Review, 33(4), 905–23.Google Scholar
Shenkar, Oded and Zeira, Yoram (1987). Human resource management in international joint ventures: Directions for future research. Academy of Management Review, 12(3), 546–57.Google Scholar
Shenkar, Oded and Zeira, Yoram (1992). Role conflict and role ambiguity of CEOs in international joint ventures: Directions for research. Journal of International Business Studies, 23(1), 55–75.Google Scholar
Stahl, Gunter K. and Tung, Rosalie L. (2015). Toward a more balanced treatment of culture in international business studies: The need for positive cross-cultural scholarship. Journal of International Business Studies, 46(4), 391–414.Google Scholar
Steensma, H. Marino, Kevin, Weaver, Louis, Mark, K., and Dickson, Pat H. (2000). The influence of national culture on the formation of technology alliances by entrepreneurial firms. Academy of Management Journal, 43(5), 951–73.Google Scholar
Tekavčič, Metka, Dimovski, Vlado, Peljhan, Darja, and Miha., Skerlavaj (2010). Cultural differences and homogeneity in strategic alliances: The case of Trimo Trebnje (Slovenia) and Trimo VSK (Russia). Ulijn, Jan M., Duysters, Geert, and Meijer, Elise, eds., Strategic Alliances Mergers and Acquisitions: The Influence of Culture on Successful Cooperation. Cheltenham: Edward Elgar, 121–49.Google Scholar
Ulijn, Jan, Duysters, Geert, and Fevre, Jean-Marie. (2010). Culture and its perception in strategic alliances: Does it affect performance? An exploratory study into Dutch-German ventures. Ulijn, Jan M., Duysters, Geert, and Meijer, Elise, eds., Strategic Alliances Mergers and Acquisitions: The Influence of Culture on Successful Cooperation. Cheltenham: Edward Elgar, 96–120.Google Scholar
Yildiz, H. Emre and Fey, Carl. F. (2016). Are the extent and effect of psychic distance perceptions symmetrical in cross-border M&As? Evidence from a two-country study. Journal of International Business Studies, 47, 830–57.CrossRefGoogle Scholar

Save book to Kindle

To save this book to your Kindle, first ensure coreplatform@cambridge.org is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×