A Model of Cultural Differences and International Alliance Performance

Journal of International Business Studies, Vol. 35, No. 4, 2004

14 Pages Posted: 14 Feb 2009

See all articles by David G. Sirmon

David G. Sirmon

Texas A&M University

Peter J. Lane

University of New Hampshire - Whittemore School of Business and Economics

Date Written: February 13, 2009

Abstract

We propose a model of cultural differences and international alliance performance to explain the ambiguous findings regarding the influence of national culture differences on alliance performance. Building on research on national, organizational, and professional cultures, we argue that the closer the domain of a social group is to the value creating activities of an alliance, the more disruptive cultural differences between the partners' members of that social group will be. Organizational culture differences will tend to be more disruptive than national culture differences, and differences in the professional culture most relevant to alliance value creation typically will be the most disruptive. Implications for research and managerial practice are discussed, and the model's relevance for international R&D alliances is highlighted.

Keywords: Alliances, national culture, organizational culture, professional culture, performance, international

Suggested Citation

Sirmon, David G. and Lane, Peter J., A Model of Cultural Differences and International Alliance Performance (February 13, 2009). Journal of International Business Studies, Vol. 35, No. 4, 2004. Available at SSRN: https://ssrn.com/abstract=1342554

David G. Sirmon (Contact Author)

Texas A&M University ( email )

430 Wehner
College Station, TX 77843-4218
United States

Peter J. Lane

University of New Hampshire - Whittemore School of Business and Economics ( email )

15 College Road
Durham, NH 03824
United States

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