Influence of national culture on trans-national alliance relationships

• Published in: Cross cultural management 2009-01, Vol.16 (1), p.44-61
• Main Authors: Bhaskaran, Suku, Gligorovska, Emilija
• Format: Article
• Language: English
• Subjects: Acquisitions & mergers; Alliances; Behavior; Corporate culture; Correlation analysis; Cultural differences; Economic policy; Ethnicity; Factor analysis; Government agencies; Influence; International trade; Literature reviews; Middle class; Multinational corporations; Politics; Population; Privatization; Production capacity; Religion; Social exclusion; Startups; Strategic management; Studies
• ISSN: 1352-7606; 2059-5794; 1758-6089; 2059-5808
• DOI: 10.1108/13527600910930031

Purpose - The purpose of this paper is to analyse and review whether national culture influences organisational beliefs about and behaviours to trans-national alliance partners.Design methodology approach - Reviewed extant studies on national culture, organisational culture and business-to-business relationship. Using information from the literature review and key informant surveys, a survey instrument comprising of close-ended questions was developed. The questionnaire was sent to the Chief Executives Officer's of 1,248 organisations identified through systematically selecting every third organisation in the sampling frame. Two weeks later, universal reminders were sent to all 1,248 organisations. The data from 376 fully completed questionnaires returned were analysed through exploratory factor analysis and canonical correlation analysis.Findings - National culture influences beliefs about and behaviours to trans-national alliance partners. However, beliefs and behaviours are also influenced by the complex inter-relationships between relational constructs such as trust, commitment, co-operation, dependence, communication and compatibility. Often, compatibility is not only influenced by national culture but also by the size, business activity and how the organisation is incorporated.Practical implications - Beliefs about and behaviours to trans-national partner organisations are not solely influenced by national culture. It is the outcome of complex and diverse social, political, economic and organisational factors and how these factors influence orientations to issues such as trust, commitment, co-operation and communication.Originality value - Explores a hitherto under-researched theme on trans-national business alliances, the influence of the national culture of organisations on various relational issues discussed in business-to-business relationship studies. The study consolidates knowledge from three streams of literature (national culture, organisational culture and business-to-business relationship), often handled as disparate sources of knowledge.