By Jan Ulijn, Geert Duysters, Elise Meijer
This exact publication makes a speciality of the hyperlink among sorts of tradition (national, company, specialist) and the luck of strategic alliances, mergers and acquisitions. during the last many years we've seen an important raise within the variety of strategic alliances, mergers and acquisitions. regardless of this proliferation many contemporary experiences have pronounced excessive failure charges. This failure is usually attributed to cultural variations among companions, which has ended in a starting to be physique of literature at the topic. to this point, every one of these reviews have excited about nationwide and company tradition, while this ebook additionally areas specific emphasis at the value of tradition on the expert point. The authors in actual fact exhibit that every one 3 degrees of tradition could have a profound impression upon the last word good fortune or failure of alliances, mergers and acquisitions. Researchers within the box of overseas enterprise, strategic administration, (and strategic alliances,) mergers and acquisitions will locate this booklet to be of beneficial curiosity. Managers in multinational businesses and foreign company scholars also needs to now not be with no this significant source.
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Additional resources for Strategic Alliances, Mergers and Acquisitions: The Influence of Culture on Successful Cooperation
In other words the partners need to trust one another, since control alone cannot guarantee upstanding behaviour. Das and Teng (1998) confirmed this, as discussed above. The necessary mix of trust and control might vary, for instance with culture. From the outset, and all through the alliance’s life cycle, the issue of fair division of costs and benefits is crucial. An alliance is explicitly based on the assumption of mutual benefit. This issue of fairness, or justice, is of course related to the first two.
The alliance firm from an individualist culture will focus its attention on attaining pragmatic interpartner legitimacy, while its partner from a collectivistic culture will be focused more on attaining moral interpartner legitimacy. A good illustration of the above situation is the joint venture ChiangSho Ltd (CSL) that was established in 1993 between Chengdu, a subsidiary of the Zhang group of China, and Globe Engine Company of Germany (West, 2004). As a consequence of the joint venture the Chinese company would gain access to new technology while the German company would become a dominant player in China.
Why do international alliances fail? 1 33 Interpreting the Li–Mikkelsen incident using Kumar and Nti (2004) Phase Mr Li John Mikkelsen Detection Attribution Reaction Code is late Insubordination of subordinate Direct order involving peer group Code is not ready yet Bug in code Try to convince; exit relationship Culture and process in alliances Cultural values can play a prominent role if the partners have different value systems. This is the position taken by Kumar and Nti (2004). They operationalize this idea into a model that describes the process of how things can go wrong, or can be resolved, in an alliance.