TITLE

Do culturally distant partners choose different types of joint ventures?

AUTHOR(S)
Kaufmann, Jeffrey B.; O�Neill, Hugh M.
PUB. DATE
December 2007
SOURCE
Journal of World Business;Dec2007, Vol. 42 Issue 4, p435
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
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.
ACCESSION #
27356344

 

Related Articles

  • Carving a lucrative niche.  // Finance Week;10/18/2004, p45 

    Reports on the exclusive agreement between Fidentia Asset Management and Kopano African Investments to source and place third part investors funding in South Africa. Plan of the company to carve a lucrative niche in the specialist asset management market; Interpretation of trading conditions on...

  • Partnership Strategies: Pro-active and Pre-active Approach in Conflict Management in International Joint Ventures. Huu Le Nguyen // International Journal of Business & Management;Sep2011, Vol. 6 Issue 9, p38 

    Due to the differences in national and organizational cultures, and in motives of entering partnership conflicts between partners in international joint ventures (IJVs) often arise. Failure to handle conflicts often leads to termination of the IJVs. This paper builds up comprehensive model for...

  • Atlantic City taps into affluent youth market. Haussman, Glenn // Hotel & Motel Management;5/1/2006, Vol. 221 Issue 8, p17 

    The article discusses the penetration of hotel business in the gaming industry-concentrated Atlantic City in New Jersey. According to the author, casino resort investors in the city were hesitant in venturing to hotel industry due to some issues concerning political intervention in industrial...

  • Alliances, Joint Ventures Set To Soar.  // Business Finance;Jul2005, Vol. 11 Issue 7, p14 

    Presents the findings of a survey by audit, tax and advisory firm, KPMG LLP, regarding the future of collaborative business ventures in the U.S. Percentage of executives who said that they plan to increase their use of strategic alliances within 2005-2007; Identification of growth pressure from...

  • NEWS IN BRIEF.  // Money Marketing;10/28/2004, p7 

    Reports on developments regarding money marketing and business matters in Great Britain. Acquisition of Friends Provident of Lombard Odier Inc.; Assertion of Safe Home Income Plans that reversion tax rumors are misleading; Joint ventures of Selestia and Quay Software Solutions.

  • Seeing Windows of Opportunity. Anderson, Melissa // Automotive Design & Production;Sep2006, Vol. 118 Issue 9, p16 

    The article explores the concept of the window of opportunity which affects the success of business outcomes. When a window of opportunity opens up, it means that the conditions are right for a good return on investment. Product lifecycle is one of the factors that drive the timing of a window...

  • Univar USA partners with Odyssey Logistics.  // Bulk Transporter;Nov2006, Vol. 69 Issue 5, p8 

    The article presents information on the strategic partnership between Odyssey Logistics & Technology Corp. and Univar USA Inc. in the inbound bulk and package transportation management industry in the U.S. Odyssey will deploy its transportation management technology to improve efficiencies and...

  • Ford Motor Company's CEO Jac Nasser on transformational change, e-business, and environmental responsibility. Greenhalgh, Leonard // Academy of Management Executive;Aug2000, Vol. 14 Issue 3, p46 

    Ford Motor Company was ranked fourth in the Fortune 500 for the year 2000. Its 1999 revenues of over $162 billion come from eight automotive brands (Aston-Martin, Jaguar, Volvo, Lincoln, Mercury, Ford, and Mazda) and four service divisions (Ford Credit, Hertz, Quality Care, and Quik-Fit). These...

  • INTEGRATING THE NATURAL ENVIRONMENT INTO THE STRATEGIC PLANNING PROCESS: AN EMPIRICAL ASSESSMENT. Douglas, Thomas J.; Judge Jr., William Q. // Academy of Management Best Papers Proceedings;1995, p475 

    This paper explores the ability of firms to successfully integrate a critical strategic issue, the natural environment, into the strategic planning process. We empirically examined the antecedents and effects of integrating the natural environment into the formal planning process. Overall, our...

Share

Read the Article

Courtesy of VIRGINIA BEACH PUBLIC LIBRARY AND SYSTEM

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics