Influence of national culture on trans‐national alliance relationships

Datos Bibliográficos

ID20501611
AutoresSuku Bhaskaran (Victoria University), Emilija Gligorovska (Victoria University)
Año2009
Volumen16
Número1
Páginas44-61
Fecha de publicación2009-02-06
Peer ReviewedSí
Open AccessSí
TipoARTICLE
RevistaCross Cultural Management An International Journal (JOURNAL)
Identificadores de la revistaISSN: 1352-7606 • E-ISSN: 1758-6089
EditorialEmerald (PUBLISHER)
DOI10.1108/13527600910930031
OpenAlexW2019669365
IdiomaEN
Citas recibidas2
Referencias citadas49

Purpose The purpose of this paper is to analyse and review whether national culture influences organisational beliefs about and behaviours to trans‐national alliance partners. Design/methodology/approach Reviewed extant studies on national culture, organisational culture and business‐to‐business relationship. Using information from the literature review and key informant surveys, a survey instrument comprising of close‐ended questions was developed. The questionnaire was sent to the Chief Executives Officer's of 1,248 organisations identified through systematically selecting every third organisation in the sampling frame. Two weeks later, universal reminders were sent to all 1,248 organisations. The data from 376 fully completed questionnaires returned were analysed through exploratory factor analysis and canonical correlation analysis. Findings National culture influences beliefs about and behaviours to trans‐national alliance partners. However, beliefs and behaviours are also influenced by the complex inter‐relationships between relational constructs such as trust, commitment, co‐operation, dependence, communication and compatibility. Often, compatibility is not only influenced by national culture but also by the size, business activity and how the organisation is incorporated. Practical implications Beliefs about and behaviours to trans‐national partner organisations are not solely influenced by national culture. It is the outcome of complex and diverse social, political, economic and organisational factors and how these factors influence orientations to issues such as trust, commitment, co‐operation and communication. Originality/value Explores a hitherto under‐researched theme on trans‐national business alliances, the influence of the national culture of organisations on various relational issues discussed in business‐to‐business relationship studies. The study consolidates knowledge from three streams of literature (national culture, organisational culture and business‐to‐business relationship), often handled as disparate sources of knowledge

Alliance · Organizational culture · Originality · Political science · Public relations · Sociology · Customer Service Quality and Loyalty · International Student and Expatriate Challenges · Job Satisfaction and Organizational Behavior · Psychology · Social Psychology