TITLE

Making Sense of Cultural Factors in International Alliances

AUTHOR(S)
Fedor, Kenneth J.; Werther Jr., William B.
PUB. DATE
March 1995
SOURCE
Organizational Dynamics;Spring95, Vol. 23 Issue 4, p33
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
This article examines the cultural factors that influence the success and failure of an international alliance (IA) and the methods for diagnosing how these factors influence the achievability of IA goals. Alliances are a popular way for companies to extend their global reach or stay on the cutting edge of complex technological developments. Among other benefits, such alliances give companies the ability to leverage their core competencies through partners who possess unique skills, resources, or market positions. As a result, many multinational firms pursue alliances. There are three major perspectives for studying organizational culture: integration, differentiation, and fragmentation. The integration perspective concentrates attention on the consistencies, consensus, and clarity of practices and policies that develop among members as they jointly learn about successful problem-solving techniques. The differentiation perspective argues that the most interesting cultural elements within an organization are ambiguities and inconsistencies in behavior; inconsistencies, for example, between espoused values as reflected in formal policies and operating values as seen in practice. Finally, the fragmentation perspective focuses attention on the ambiguities that permeate organizational settings.
ACCESSION #
9505090781

 

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