Competing and Cooperating Similarity in Global Strategic Alliances: An Exploratory Examination

被引：93

作者：

Kim, Jooheon ^{[1
]}

Parkhe, Arvind ^{[2
]}

机构：

[1] Sookmyung Womens Univ, Div Business Adm, Seoul 140742, South Korea

[2] Temple Univ, Dept Gen & Strateg Management, Fox Sch Business & Management, Philadelphia, PA 19122 USA

来源：

BRITISH JOURNAL OF MANAGEMENT | 2009年 / 20卷 / 03期

关键词：

INTERNATIONAL-JOINT-VENTURES; NATIONAL CULTURE; PERFORMANCE; PARTNER; TRUST; COMPLEMENTARITY; OPPORTUNISM; IMPACT;

D O I：

10.1111/j.1467-8551.2008.00580.x

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

We used two variables, competing similarity and cooperating similarity, in developing a comprehensive model that forces a simultaneous treatment of partner characteristics and partner capabilities in global strategic alliances. An empirical test of this model on a sample of 70 global strategic alliances indicated mixed support for our hypotheses, and suggested that competing similarity has a negative effect and cooperating similarity has a positive effect on alliance outcomes. Findings also show that deliberate 'relational efforts' mitigate the frictional effects of differences in partner characteristics.

引用

页码：363 / 376

页数：14

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