The three faces of China: Strategic alliance partner selection in three ethnic Chinese economies

David Ahlstrom, Edward Levitas, Michael A. Hitt, M. Tina Dacin and Hong Zhu

Journal of World Business, 2014, vol. 49, issue 4, 572-585

Abstract: It is generally understood that firm strategy is linked to both internal firm resources and external, competitive industry forces. More recently, studies have suggested that firm strategy is also influenced by the formal and informal institutions of the institutional environment. Culture and commercial conventions represent important informal institutions – the norms and values shared by a group of individuals – whereas more formal institutions include the regulatory, economic, and political forces in the environment. We explore the effects of formal and informal institutions on strategic alliance partner preferences in Mainland China, Taiwan, and Hong Kong. Although the three share a broad lineage, their institutional development differs in some respects. Utilizing a policy capturing study, we explore alliance preferences of senior managers from each of the three economies to demonstrate how similarities and differences in the institutional environment can produce variation in alliance partner preferences. This paper contributes empirically by comparing alliance partner preferences in three different ethnic Chinese communities in East Asia. We add to the nascent but growing literature on institutions and strategy, with practical implications for understanding alliance partner preferences of managers in China, Taiwan, and Hong Kong, which represent major centers of strategic alliance activity.

Keywords: Strategy; Strategic alliances; Institutional theory; Culture; China; Taiwan; Hong Kong; Policy capturing (search for similar items in EconPapers)
Date: 2014
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Citations: View citations in EconPapers (54)

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DOI: 10.1016/j.jwb.2013.12.010

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