 Corporate Culture and an International Strategic Alliance in TransitionYanni Yan Chapter 9 in Foreign Investment and Corporate Governance in China, 2005, pp 185-208 from Palgrave Macmillan Abstract: Abstract This chapter provides insights into cultural studies, including national culture, corporate culture and culture specific to a strategic alliance’s management. It is believed that the exploration of the development of indigenous approaches is essential to the understanding of national culture and thus to the cultural influence on the management of an international strategic alliance. Management practices in a strategic alliance are embedded in partners’ management traditions that influence their organizational behaviour at an international level. This chapter provides various alternative views of corporate culture and strategic alliances in transition that are directly related to differences between partner firms’ national culture, legal institutions, social norms and management practices, since large cultural differences between the host country and foreign countries significantly constrain the effective application of management practices in most strategic alliances. Keywords: Foreign Firm; National Culture; Strategic Alliance; Corporate Culture; Chinese Firm (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-51485-0_9 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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