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Institutional environments, institutional change and international alliances

Arvind Parkhe

Journal of International Management, 2003, vol. 9, issue 3, 305-316

Abstract: Societal culture, national context, corporate culture and management practices represent multilevel forces of institutionalization and legitimation on managers. Because these forces may be sharply different for partners in international alliances, intense pressure for change and adaptation may build within the alliance as each partner's institutionally rooted values, practices and systems (VPSs) touch the other's. Current alliance research acknowledges the importance of bridging institutional distance between partners but stops short of unpacking the stages involved in the process of institutional change. In this article, I propose a process model that merges and extends insights from institutional theory and international alliance literatures. Testable propositions are developed and research implications are discussed.

Keywords: Institutionalization; Legitimation; Environments; Change; International; alliances (search for similar items in EconPapers)
Date: 2003
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Citations: View citations in EconPapers (14)

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