By Thomas L. Wheelen
This publication includes the most recent examine and examples of recognized and not-so-well identified businesses facing advanced strategic issues. A Strategic administration version that runs during the first 11 chapters and is made operational in the course of the Strategic Audit, a whole case research when it comes to exterior and inner components and takes the coed during the new release of strategic possible choices and implantation courses.
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Extra info for Concepts: Strategic Management & Business Policy (11th Edition)
This distribution suggests that those non-Chinese partners either get it really right, or entirely wrong. Why? This chapter will look into culture as one of the factors that can explain failure of international alliances. In this chapter we focus in particular on culture and its effect on alliance management. Cultures in various parts of the world differ enormously in 30 Why do international alliances fail? 31 their attitudes towards collaboration and hierarchy. Culture, defined as the hidden rules of the social game, thus can be expected to have far-reaching effects on the viability of alliances.
And B. Teng (2000), ‘Instabilities of strategic alliances: an internal tensions perspective’, Organization Science, 11, 77–101. K. and B. Teng (2002), ‘The dynamics of alliance conditions in the alliance development process’, Journal of Management Studies, 39, 725–46. K. and B. Teng (2003), ‘Partner analysis and alliance performance’, Scandinavian Journal of Management, 19, 279–308. Dong, L. W. Glaister (2007), ‘National and corporate culture differences in international strategic alliances: perceptions of Chinese partners’, Asia Pacific Journal of Management, 24, 191–205.
This is likely to be true for the assessments that they make about moral interpartner legitimacy as well. It is also the case that even within individualistic cultures there may be a difference in that cultures that are strongly individualistic will want to complete the process of legitimation at the earliest possible time. An example of this is the alliance between the Dutch company Avebe and the American company Noveon (Wahyuni, 2007). This was a product development and distribution alliance in which the partner firms were developing and planning to distribute a ‘high-performance thickener for textile printing applications’.