Cross‐border strategic alliances: co‐operation between firms from the United Arab Emirates and international partners

Butler, Colin

doi:10.1002/jsc.810

Cited by 3 publications

(3 citation statements)

References 19 publications

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“…Another possible explanation is that members from different cultural groups may not trust each other. Several studies in the alliance literature show mistrust hinders effective interaction (Douma, Bilderbeek, Idenburg and Looise 2000;Butler 2007), which could negatively affect team performance. However, even though mistrust may negatively influence effectiveness, when it is combined with withholding, the latter may dominate, thereby eliciting no impact on effectiveness.…”

Section: Limitations and Future Research Directionsmentioning

confidence: 99%

Strategic alliance team diversity, coordination, and effectiveness

Zoogah

Vora

Richard

et al. 2011

The International Journal of Human Resource Management

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Drawing upon literatures on strategic alliances, teams, and diversity, we propose that strategic alliance team diversity warrants further examination. We suggest that strategic alliance team coordination moderates the relationship between strategic alliance team diversity and effectiveness. Specifically, we hypothesize that coordination strengthens the negative relationship between observable diversity characteristics of nationality and gender and team effectiveness. We also argue that coordination strengthens the positive relationship between nonobservable diversity characteristic of functional background and team effectiveness. Results from 109 team members, 44 team leaders, and 34 alliance executives involved with 44 strategic alliance teams in 15 firms partially support our hypotheses.

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Section: Limitations and Future Research Directionsmentioning

confidence: 99%

Strategic alliance team diversity, coordination, and effectiveness

Zoogah

Vora

Richard

et al. 2011

The International Journal of Human Resource Management

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“…Although there is abundant literature on strategic alliances, data on the role of trust in the performance of strategic alliances are scarce, not least from the oil and gas industry in the UAE context. In this respect, Butler (2007) argues that research on strategic alliances in UAE firms is important because the corpus of literature on strategic alliances is not large in any case. More specifically, no data are available on Japanese, British, French and UAE strategic alliances, although strategic alliances in the Gulf region have been made in the oil and gas industry since the 1940s.…”

Section: Introductionmentioning

confidence: 99%

The role of trust on the performance of strategic alliances in a cross‐cultural context

Fadol

Sandhu

2013

Benchmarking: An International Journal

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Purpose -The purpose of this study is to explore the role of trust in the relationships and long-term commitment between partners in strategic alliances. A framework is developed for better understanding the role of trust in the performance of strategic alliances in a cross-cultural context. Design/methodology/approach -The empirical findings of this study are gathered from structured and unstructured interviews with some key actors involved in the process of forming strategic alliances in their own organizations; a case study of the oil industry in the United Arab Emirates (UAE) which illustrates this is analysed. Qualitative analysis is conducted to assess the role of trust in this cross-cultural context. Findings -It was noted that building trust between partners helped to avoid bureaucratic obstructions and enhanced the decision making process in the UAE. It was found that trust helped partners to exchange resources faster, devote more funds to the venture and exchange knowledge and information smoothly. The results clearly show that trust plays an important role in building well-functioning relationships in the oil and gas industry. Research limitations/implications -This study is limited to the UAE and can be generalized to other similar cultural contexts only to a certain extent. Future research should consider the same parameters in order to fully generalize the results to other industries. Practical implications -The paper presents a case study of the nature and characteristics of partners in the oil and gas industry, which may be applied to other similar industries. It is hoped that presenting practical tools for understanding the function of trust in strategic alliance performance may be useful. Originality/value -This framework makes two major contributions; first, it explores a subject which has been under-researched in the literature, that is, the issue of trust between partners of strategic alliances in a developing context; and, second, it leads to a set of recommendations and benchmarks the practitioners in the UAE and similar contexts to help them increase the trust between partners in strategic alliances.

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“…An understanding of the partner's motivation for forming alliances is very important in selecting the appropriate strategic partner. The major benefits expected from forming strategic alliance are reducing the cost of developing new technology, reducing the production cost, developing new products frequently, and introducing new products in different markets (Borys and Jemison, 1989;Hamel and Prahalad, 1989;Butler, 2007).…”

Section: Benefits Of Strategic Alliancesmentioning

confidence: 99%

The role of organizational capabilities in technology commercialization performance

Mukerji¹

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Cross‐border strategic alliances: co‐operation between firms from the United Arab Emirates and international partners

Cited by 3 publications

References 19 publications

Strategic alliance team diversity, coordination, and effectiveness

Strategic alliance team diversity, coordination, and effectiveness

The role of trust on the performance of strategic alliances in a cross‐cultural context

The role of organizational capabilities in technology commercialization performance

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