Survival of Joint Ventures in Emerging Countries: An Emphasis on Cultural Differences
جاري التحميل...
التاريخ
المؤلفين
عنوان الدورية
ردمد الدورية
عنوان المجلد
الناشر
The International Journal of Business & Management
خلاصة
Much ink has been spilled on strategic management studies. Research uses multiple theoretical lenses from the resource-based view (RBV) to institutional and transaction cost theory, with perspectives from diverse contexts such as conception-to-assembly activities, research and development industries, and developing to developed countries. This study reviews the literature for a 25-year period, from 1977 to 2002, related to joint venture (JV) survival and focusing on the impact of national culture as a fundamental variable to determine the success of joint ventures.
Culture has five facets: individualism, power distance, masculinity, control of uncertainty, and long-term orientation (Hofstede 1980; Hofstede and Bond, 1988). To test its impact on JV performance, it is appropriate to establish a model that simultaneously tests the impact of cultural distance, measured according to the Kogut and Singh (1988)method, and tests the impact of each cultural dimension individually. This model allows us to learn about how to manage these differences in order to reduce the cultural gap and on the other hand to predict the outcome of cooperation.