By Jan Ulijn, Geert Duysters, Elise Meijer
This designated booklet specializes in the hyperlink among sorts of tradition (national, company, specialist) and the good fortune of strategic alliances, mergers and acquisitions. during the last many years we've seen an important raise within the variety of strategic alliances, mergers and acquisitions. regardless of this proliferation many fresh reports have mentioned excessive failure premiums. This failure is frequently attributed to cultural adjustments among companions, which has resulted in a growing to be physique of literature at the topic. up to now, almost all these stories have concerned about nationwide and company tradition, while this publication additionally areas specific emphasis at the significance of tradition on the expert point. The authors in actual fact exhibit that every one 3 degrees of tradition could have a profound effect upon the last word good fortune or failure of alliances, mergers and acquisitions. Researchers within the box of foreign company, strategic administration, (and strategic alliances,) mergers and acquisitions will locate this e-book to be of valuable curiosity. Managers in multinational enterprises and foreign enterprise scholars also needs to no longer be with out this crucial source.
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Additional resources for Strategic Alliances, Mergers and Acquisitions: The Influence of Culture on Successful Cooperation
Although expectations and behaviour are no doubt related, they are also quite distinct, and this distinction is important in understanding the genesis of the stability problems in an alliance. We begin by outlining the concept of micro behavioural processes and its relevance to alliance development. We then discuss the concept of national culture, outlining the ways in which differences in national culture might affect alliance functioning. Next, we discuss the relevance of national culture in the context of two extant models in alliance theorizing, namely that of discrepancy detection, attribution and reaction (Kumar and Nti, 2004), and of interpartner legitimacy (Kumar and Das, 2007).
These have in common that they are voluntary, long-term collaborative efforts by a number of independent organizations. Such an effort requires investing in mutual relationships, and crucially, dividing risks, rewards, property rights and decision rights, in order to function. The number of international alliances is sharply on the rise. De Man and Duysters (2007) present data from 200 global companies across sectors and countries showing a rise from 200 to 2750 in the period 1996–2006. Alliances frequently fail though; average success rates are around 50 per cent.
Justice Alliances are supposed to bring mutual benefit. Discrepancies in the sense of Kumar and Nti (2004) will often affect the perceived benefits: one partner might think that the other acts in a way that is detrimental to its interests, or appropriates too large a part of the benefits. Perceived justice is an important concept to explain discrepancies. Whereas Kumar and Nti distinguish process and outcome discrepancies, Luo (2007) distinguishes three categories of justice: distributive, procedural and interactional.
Strategic Alliances, Mergers and Acquisitions: The Influence of Culture on Successful Cooperation by Jan Ulijn, Geert Duysters, Elise Meijer