Longevity and Cultural Differences of International Joint Ventures: Toward                 Time-Based Cultural Management

Meschi, Pierre‐Xavier

doi:10.1177/001872679705000207

Cited by 70 publications

(50 citation statements)

References 12 publications

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“…Prior studies (e.g., Brouthers and Bamossy, 2006;Meschi, 1997) also suggest that learning about cultural differences can reduce the negative effect of adverse situations. By disentangling the direct and moderating mechanisms through which national culture influences reactions to adverse situations, our study provide managers with a better understanding of how to deal with adverse situations in ISAs more effectively and thus should help them reduce the likelihood of failure.…”

Section: Theoretical and Managerial Implicationsmentioning

confidence: 99%

“…Because of their ability to capitalize on cross-border opportunities, ISAs have grown increasingly popular, yet their failure rate remains high (Park and Ungson, 2001). One of the key drivers of such failures is a lack of sensitivity to cultural differences while managing adverse situations (Jiang et al, 2008;Meschi, 1997). When faced with an adverse situation (e.g., low economic performance, poor relationship quality), managers in an ISA must understand how national culture influences their partners' responses to adversity so they can reduce the likelihood of their alliances' failure.…”

Section: Introductionmentioning

confidence: 99%

“…In an ISA's context, previous studies have examined the influence of national cultural differences between partners on relationship development (Barkema and Vermeulen, 1997;Brouthers and Bamossy, 2006;Meschi, 1997), but they have not systematically identified how people respond to adverse situations nor how culture influences their preference for certain responses. For example, Barkema and Vermeulen (1997) demonstrate that cultural differences between partners increase the likelihood of alliance termination, because differences breed disagreement and conflicts.…”

Section: Introductionmentioning

confidence: 99%

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Response strategies in an international strategic alliance experimental context: Cross-country differences

Tjemkes¹,

Furrer

Adolfs³

et al. 2012

Journal of International Management

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International strategic alliances have grown increasingly popular in recent decades, yet their failure rate is extremely high. Poor management of adverse situations contributes significantly to such high failure rates. Moreover, the international environments in which international strategic alliances operate exacerbate the adverse situations and make their management more critical.However, extant research does not specify how people from different national cultures respond to these adverse situations. In order to better understand cross-national differences, this study investigates future managers' preferences for specific response strategies in an international strategic alliance experimental context. Using a scenario-based experiment with 1,379 business students in five countries-Japan, the Netherlands, Switzerland, Turkey, and the United Kingdom-the authors assess whether preferences for seven response strategies-exit, opportunism, aggressive voice, creative voice, considerate voice, patience, and neglect-vary across countries. The results indicate that national culture, both directly and interactively through relationship-level exchange variables that characterize the adversity of the situation, influences response strategy preference. This study advances literature on response strategies by explaining that when faced with the same adverse situation, future managers from different countries likely prefer different response strategies, depending on which response strategies they believe are most adequate in their cultural environment.

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Section: Theoretical and Managerial Implicationsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Response strategies in an international strategic alliance experimental context: Cross-country differences

Tjemkes¹,

Furrer

Adolfs³

et al. 2012

Journal of International Management

View full text Add to dashboard Cite

show abstract

“…Cultural differences between the transferor and transferee at both national and organizational level undoubtedly play a part in the international technology transfer process (Choi &Lee, 1997;Meschi, 1997;Inkpen, 1998;Liu & Vince, 1999;Dussauge, Garrette, & Mitchell, 2000;Stewart, & Waroonkun, 2007). Cultural differences create bottlenecks either impede or eliminate the potential of successful knowledge transfer (Lin & Berg, 2001;Lucas, 2006).…”

Section: Cultural Differences (-)mentioning

confidence: 99%

“…Most of the encountered problems in international projects can be traced back to cultural factors, both national and organizational culture (Meschi, 1997). Therefore, cross-cultural projects could suffer if cultural differences are insufficiently realized (Kwek, 2006).…”

Section: National Culture On Cross-cultural Technology/knowledge Tranmentioning

confidence: 99%

Survey of Cross-Cultural Technology Transfer Research

Nguyen¹,

Aoyama²

2014

ASS

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This study aims at reviewing the technology/knowledge transfer literature and identifying which research areas on cross-cultural technology transfer field which should explore to obtain the new insights. With it in mind, the intersection of research fields concerning cross-cultural technology/knowledge transfer, the national culture difference and the extended literature of hybridization in the broad field of cross-cultural management is focused.As a result, this study identifies the five research areas meriting the further research on cross-cultural technology transfer: (1) the impact of cultural differences on technology transfer; (2) management practice factors for achieving efficient technology transfer; (3) the evaluation of current management practices at Japanese manufacturing subsidiaries; (4) the relationship between efficient technology transfer and business performance; and (5) research approach in cross-cultural technology transfer, such as research methodology, viewpoint and theoretical foundation. Accordingly, this study suggests the dimensions for further qualitative and quantitative investigations and the integration of fundamental theories-Hofstede's national culture, Adler's hybridization perspective, Abo's management practice framework and organizational learning view-to underpin the investigating models. Consequently, this study draws the significant ways to answer the prevailing problem of how to implement cross-cultural technology transfer efficiently for achieving the successful business performance.

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Globalization, Modernization, and Complex Organizations

Jordan

2012

A Companion to Organizational Anthropology

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Longevity and Cultural Differences of International Joint Ventures: Toward Time-Based Cultural Management

Cited by 70 publications

References 12 publications

Response strategies in an international strategic alliance experimental context: Cross-country differences

Response strategies in an international strategic alliance experimental context: Cross-country differences

Survey of Cross-Cultural Technology Transfer Research

Globalization, Modernization, and Complex Organizations

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