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Influence of national culture on trans‐national alliance relationships

Suku Bhaskaran (Victoria University, Melbourne, Australia)
Emilija Gligorovska (Victoria University, Melbourne, Australia)

Cross Cultural Management: An International Journal

ISSN: 1352-7606

Article publication date: 6 February 2009

5340

Abstract

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.

Keywords

Citation

Bhaskaran, S. and Gligorovska, E. (2009), "Influence of national culture on trans‐national alliance relationships", Cross Cultural Management: An International Journal, Vol. 16 No. 1, pp. 44-61. https://doi.org/10.1108/13527600910930031

Publisher

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Emerald Group Publishing Limited

Copyright © 2009, Emerald Group Publishing Limited

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