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

Asia Pacific Journal of Management

Volumn 24, Issue 2, 2007, Pages 191-205

  Dong, Li ^a   Glaister, Keith W ^b  

^a UNIVERSITY OF LONDON   (United Kingdom)

^b UNIVERSITY OF SHEFFIELD   (United Kingdom)

Author keywords

China; Corporate culture; International strategic alliances; National culture

Indexed keywords

EID: 34147101693     PISSN: 02174561     EISSN: 15729958     Source Type: Journal    
DOI: 10.1007/s10490-006-9010-7     Document Type: Article

References (32)

1. Almanac of China's Foreign Economic Relations and Trade. 1993-2002. Editorial board of the almanac of China's foreign economic relations and trade. Beijing, China: China Foreign Economic Relations and Trade Publishing House.
2. Bjorkman, I., & Lu, Y. 1999. A corporate perspective on the management of human resources in China. Journal of World Business, 34: 16-25.
3. Brown, L., Rugman, A., & Verbeke, A. 1989. Japanese joint ventures with Western multinationals: Synthesizing the economic and cultural explanations of failure. Asia Pacific Journal of Management, 6: 225-242.
4. Child, J. 1994. Management in China during the age of reform. UK: Cambridge University Press.
5. Child, J. 1998. Trust and international strategic alliances: The case of Sino-foreign joint ventures. In Lane, C. & Bachmann, R. (Eds.), Trust within and between organisations: Conceptual issues and empirical applications. Oxford: Oxford University Press.
6. Child, J., & Mollering, G. 2003. Contextual confidence and active trust development in the Chinese business environment. Organization Science, 14: 69-80.
7. China Business Directory of Industry and Commerce. 2002. China Blue Sky Business Information Consulting Co. CD-ROM.
8. China Business Review. 1997-2003. US-China Business Council. Washington, District of Columbia: National Council for US-China Trade.
9. Glaister, K. W., & Buckley, P. J. 1996. Strategic motives for international alliance formation. Journal of Management Studies, 33: 301-332.
10. Hitt, M. A., Ahlstrom, D., Dacin, M. T., Levitas, E., & Svobodina, L. 2004. The institutional effects on strategic alliance partner selection in transition economies: China vs Russia. Organization Science, 15: 173-185.
11. Huo, Y. P., & Steers, R. M. 1993. Cultural influences on the design of incentive systems: The case of East Asia. Asia Pacific Journal of Management, 10: 71-85.
12. Jolly, D. R. 2005. The exogamic nature of Sino-foreign joint ventures. Asia Pacific Journal of Management, 22: 285-306.
13. Kogut, B. 1988. Joint ventures: Theoretical and empirical perspectives. Strategic Management Journal, 9: 319-332.
14. Li, J. T., & Shenkar, O. 1997. The perspectives of local partners: Strategic objectives and structure preferences of international cooperative ventures in China. In Beamish, P. W., & Killing, J. P. (Eds.), Cooperative strategies: Asian Pacific perspectives, 300-322, San Francisco: New Lexington
15. Luo, Y. D. 2002. Partnering with foreign business: Perspectives from Chinese firms. Journal of Business Research, 55: 481-493.
16. Luo, Y. D., & Peng, M. W. 1999. Learning to compete in a transition economy: Experience, environment, and performance. Journal of International Business Studies, 30: 269-295.
17. Madhok, A. 1995. Revisiting multinational firms' tolerance for joint venture: A trust-based approach. Journal of International Business Studies, 26: 117-137.
18. Meschi, P. X. 1997. Longevity and cultural differences of international joint ventures: Toward time-based cultural management. Human Relations, 50: 211-228.
19. Meyer, K. E. 2006. Asian management research needs more self-confidence. Asia Pacific Journal of Management, 23: 119-137.
20. Osborn, R. N., & Baughn, C. C. 1990. Forms of interorganizational governance for multinational alliances. Academy of Management Journal, 33: 503-519.
21. Peng, M. W. 2000. Business strategies in transition economies. Thousand Oaks, California: Sage.
22. Peng, M. W. 2005. From China strategy to global strategy. Asia Pacific Journal of Management, 22: 123-141.
23. Peng, M. W., & Heath, P. S. 1996. The growth of the firm in planned economies in transition: Institutions, organizations, and strategic choice. Academy of Management Review, 21: 492-528.
24. Peng, M. W., & Shenkar, O. 2002. Joint venture dissolution as corporate divorce. Academy of Management Executive, 16: 92-105.
25. Pothukuchi, V., Damanpour, F., Choi, J., Chen, C. C., & Park, S. H. 2002. National and organizational culture differences and international joint venture performance. Journal of International Business Studies, 33: 243-265.
26. Ralston, D. A., Gustafson, D. J., Terpstra, R. H., & Holt, D. H. 1995. Pre-post Tiananmen Square: Changing values of Chinese managers. Asia Pacific Journal of Management, 12: 1-20.
27. Ralston, D. A., Yu, K. C., Wang, X., Terpstra, R. H., Gustafson, D. J., & Wei, H. 1996. The cosmopolitan Chinese manager: Findings of a study on managerial values across the six regions of China. Journal of International Management, 2: 79-109.
28. Redding, S. G. 1990. The spirit of Chinese capitalism. Berlin: De Gruyter.
29. Shenkar, O., & Li, J. T. 1999. Knowledge search in international cooperative ventures. Organization Science, 10: 134-143.
30. White, S. 2000. Competition, capabilities, and the make, buy, or ally decisions of Chinese state-owned firms. Academy of Management Journal, 43: 324-341.
31. Xing, F. 1995. The Chinese cultural system: Implications for cross-cultural management. SAM Advanced Management Journal, 60: 14-20.
32. Yan, A. M., & Gray, B. 1994. Bargaining power, management control, and performance in United States-China joint ventures: A comparative case study. Academy of Management Journal, 37: 1478-1517.