National and Organizational Culture Differences and International Joint Venture Performance

Pothukuchi, Vijay; Damanpour, Fariborz; Choi, Jaepil; Chen, Chao-Chuan; Park, Seung Ho

doi:10.1057/palgrave.jibs.8491015

Cited by 401 publications

(350 citation statements)

References 32 publications

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“…For example, cultural distance on IND-COL and UA were negatively related to CEO role ambiguity (Shenkar and Zeira, 1992), UA and long-term orientation were negatively related to IJV survival , and IND was positively related to US research and development investments abroad (Jones and Teegen, 2001). Pothukuchi et al (2002) found the positive relationship between overall cultural distance and IJV performance was explained primarily by cultural distance on MAS. Thus, findings for cultural distance can be explained by including specific cultural value dimensions independently (Shenkar, 2001).…”

Section: Research Challengesmentioning

confidence: 81%

“…On the contrary, larger cultural distances were related to lower JV dissolution rates (Park and Ungson, 1997), higher IJV (Pothukuchi et al, 2002), and cross-border acquisition performance (Morosini et al, 1998), decreased preference for greenfields (Nachum, 2003), and increased FDI into Mexico (Thomas and Grosse, 2001). Other research examined relationships using country scores on Hofstede's (1980a) cultural values while controlling for cultural distance.…”

Section: Research Challengesmentioning

confidence: 99%

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A quarter century of Culture's Consequences: a review of empirical research incorporating Hofstede's cultural values framework

2006

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Since Geert Hofstede's Culture's Consequences: International Differences in Work-Related Values (Sage, 1980) was published, researchers have utilized Hofstede's cultural values framework in a wide variety of empirical studies. We review 180 studies published in 40 business and psychology journals and two international annual volumes between 1980 and June 2002 to consolidate what is empirically verifiable about Hofstede's cultural values framework. We discuss limitations in the Hofstede-inspired research and make recommendations for researchers who use Hofstede's framework in the future. Journal of International Business Studies (2006) 37, 285–320. doi:10.1057/palgrave.jibs.8400202

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Section: Research Challengesmentioning

confidence: 81%

Section: Research Challengesmentioning

confidence: 99%

A quarter century of Culture's Consequences: a review of empirical research incorporating Hofstede's cultural values framework

2006

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“…Research results show that IJVs possess strategic rather than tactical importance. It arises from the fact that resources, risks, responsibilities, returns and new product development costs are shared between partners (Pothukuchi et al 2002;Chathoth and Olsen, 2003;Endo, 2006). From a resource-based view, firms are interested in accessing or acquiring their partners' valuable resources through IJVs (Chathoth and Olsen, 2003).…”

Section: The Role Of International Joint Ventures In Hospitality Indumentioning

confidence: 99%

Gaining Competitive Advantage Through Strategic Alliances: The Role of International Joint Ventures in Hospitality Industry

Podubnii¹,

Bayar²,

Özdemir³

2017

JGSM

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“…Entretanto, não se deve subestimar a preponderância das culturas organizacionais de cada empresa, pois qualquer que seja a cultura nacional, esta se baseia, principalmente, em valores profundamente arraigados na sociedade como um todo (SIMON;LANE, 2004). Já a cultura organizacional se fundamenta, primariamente, em crenças compartilhadas nas práticas e processos organizacionais (HOFSTEDE et al, 1990;POTHUKUCHI et al, 2002).…”

Section: Multiculturalismo Organizacionalunclassified

Privatização e mudanças organizacionais: um estudo de caso sobre transformação cultural e comportamental

Ferreira¹,

Fandiño

Segre

et al. 2010

Cad. EBAPE.BR

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3Rejane Prevot Nascimento 4 Resumo Este artigo tem por objetivo identificar os impactos que mudanças organizacionais oriundas de programa de privatização causam na cultura das empresas e no comportamento dos funcionários. A pesquisa foi realizada em uma empresa do setor de energia privatizada em 1997, com base no método de estudo de caso. A estrutura do estudo de caso consistiu, num primeiro momento, em entrevistas realizadas no nível gerencial, a fim de entender as características e percepções das mudanças empreendidas com a privatização. Posteriormente, foram utilizados questionários fechados para o nível operacional, com o intuito de verificar e estratificar os resultados identificados na primeira etapa. O estudo revelou que as mudanças estratégico-estruturais, culturais e as verificadas nas percepções dos relacionamentos intraorganizacionais foram as que mais impactaram o comportamento dos funcionários. Concluiu-se que as mudanças organizacionais despertaram tanto resistências quanto reações positivas, dependendo da posição hierárquica na organização e da influência de variáveis como: ambiente externo, cultura organizacional, multiculturalismo organizacional, tempo de trabalho na empresa, nacionalidade do empregado e acesso à informação. Este estudo fornece subsídios para uma maior compreensão sobre os impactos dos processos de privatização nas organizações brasileiras, propiciando informações para o gerenciamento de transições corporativas, sejam públicas e/ou privadas.Palavras-chave: mudanças organizacionais; privatizações; cultura organizacional; comportamento organizacional. AbstractThis article aims to identify what impacts organizational changes derived from privatization programs cause in the culture of companies and workers' behavior. The research was done in an energy company that was privatized in 1997 and was based on the case study method. The first step in the case study was interviews with managers in order to understand the characteristics and perceptions of the changes that were made following privatization. Closed question questionnaires for the operational level were then applied to verify and stratify the results identified in the first analysis. The study pointed out that the greatest impact on employee behavior had to do with strategic-structural changes, as well as those of a cultural nature and the perceptions of intra-organizational relationships The conclusion drawn from this study is that organizational changes gave rise not only to change-resistant behavior but also to positive reactions depending on hierarchy position in the organization due to the influence of factors such as: external environment, organizational culture, organizational multiculturalism, seniority, nationality and access to information. This work helps to enhance comprehension of the impacts of privatization processes on Brazilian organizations, providing information for the corporate transition management, whether public or private.

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National and Organizational Culture Differences and International Joint Venture Performance

Cited by 401 publications

References 32 publications

A quarter century of Culture's Consequences: a review of empirical research incorporating Hofstede's cultural values framework

A quarter century of Culture's Consequences: a review of empirical research incorporating Hofstede's cultural values framework

Gaining Competitive Advantage Through Strategic Alliances: The Role of International Joint Ventures in Hospitality Industry

Privatização e mudanças organizacionais: um estudo de caso sobre transformação cultural e comportamental

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