Do culturally distant partners choose different types of joint ventures? |
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Authors: | Jeffrey B Kaufmann Hugh M ONeill |
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Institution: | aIowa State University, 2350 Gerdin Business Building, Ames, IA 50011-1350, United States;bThe Kenan-Flagler Business School, The University of North Carolina at Chapel Hill, Campus Box 3490, McColl Building, Chapel Hill, NC 27599-3490, United States |
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Abstract: | Studies of international joint ventures yield conflicting results when looking at the role played by cultural distance. We argue that managers understand the problems associated with cultural distance and seek to mitigate its impact by selecting certain types of joint ventures. Using Das and Teng's Das, T. K., & Teng, B.-S. (2001). A risk-perception model of alliance structuring. Journal of International Management, 7(1): 1–30] typology of unilateral and bilateral alliances to categorize a sample of ventures based on their strategic focus, our results indicate that greater cultural distance is associated with an increased probability that a marketing or supplier alliance will be formed and a lower probability that an innovation-oriented alliance will be formed. |
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Keywords: | Joint venture Cultural distance Type |
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