Organisational culture, national culture and performance in International Joint Ventures based in Israel.
Anderson, Alistair R.
MetadataShow full item record
International Joint Ventures (IJV) capitalise on localised skills, knowledge and capabilities. Moreover, the internationalisation of markets offers scope to innovate, develop and market new products benefiting from international collaborations. Nonetheless, some IJV fail and many do not achieve satisfactory performance. One reason proposed is cultural differences, most often the differences in partners' national cultures or differences between corporate. We examine 66 Israeli IJV to establish the impact of national and organisational cultures. We found that neither organisational nor national culture had much impact on performance or the perception of performance. However, trust seems to play an important mediating role.
Showing items related by title, author, creator and subject.
Price, Jonathan (Robert Gordon University Gray's School of Art, 2016-02)Cultural leadership has been a key concept in cultural policy and training since 2002. Most closely associated with the UK’s Clore Leadership Programme, it has been developed through various courses and initiatives ...
Anderson, Alistair R.; Lee, Edward Yiu-Chung (Emerald Group Publishing Limited. http://dx.doi.org/10.1108/14626000810917852, 2008)Purpose – This article aims to examine one aspect of Chinese culture, guanxi. Guanxi, “special relationships” has long been employed to facilitate business in China. The authors ask whether this is likely to continue in ...
Brown, Mary Louise; McDonald, Seonaidh; Smith, Fiona (Emerald. http://dx.doi.org/10.1108/JOCM-Sep-2012-0146, 2013)This paper considers organizational identity and the way in which cultural change involves repercussions at an unconscious, psychodynamic level. It considers, in Jungian terms, the nature of the relationship between ...