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

Li Dong, Keith W. Glaister

Research output: Journal PublicationArticlepeer-review

34 Citations (Scopus)

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.

Original languageEnglish
Pages (from-to)191-205
Number of pages15
JournalAsia Pacific Journal of Management
Volume24
Issue number2
DOIs
Publication statusPublished - Jun 2007
Externally publishedYes

Keywords

  • China
  • Corporate culture
  • International strategic alliances
  • National culture

ASJC Scopus subject areas

  • Business and International Management
  • Economics, Econometrics and Finance (miscellaneous)
  • Strategy and Management

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