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Inter firm diversity and the management of meaning in international strategic alliances

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  • Kumar, Rajesh
  • Andersen, Poul Houman

Abstract

Cross-national alliances have become an increasingly salient part of the contemporary global environment. These alliances bring together firms embedded in diverse institutional environments. Diversity in institutional environments makes meaning creation difficult as well as necessary. Our paper suggests that the alliance partners need to manage three kinds of meaning, namely pragmatic, moral, and cognitive. It is the effective management of meaning, which determines whether an alliance is able to achieve legitimacy. Implications for alliance management are discussed.

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  • Kumar, Rajesh & Andersen, Poul Houman, 2000. "Inter firm diversity and the management of meaning in international strategic alliances," International Business Review, Elsevier, vol. 9(2), pages 237-252, April.
    • Handle: RePEc:eee:iburev:v:9:y:2000:i:2:p:237-252
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    2. Beugelsdijk, S. & Koen, C.I. & Noorderhaven, N.G., 2004. "Organizational Culture and Relationship Skills," Other publications TiSEM 29a52938-acd6-4261-841f-5, Tilburg University, School of Economics and Management.
    3. López-Duarte, Cristina & González-Loureiro, Miguel & Vidal-Suárez, Marta M. & González-Díaz, Belén, 2016. "International strategic alliances and national culture: Mapping the field and developing a research agenda," Journal of World Business, Elsevier, vol. 51(4), pages 511-524.
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    5. Rajesh Kumar, 2015. "Alliance Process: A Micro Behavioral View," International Journal of Business and Management, Canadian Center of Science and Education, vol. 11(1), pages 1-20, December.
    6. Carol Hsu & Jae-Nam Lee & Yulin Fang & Detmar W. Straub & Ning Su & Hyun-Sun Ryu, 2022. "The Role of Vendor Legitimacy in IT Outsourcing Performance: Theory and Evidence," Information Systems Research, INFORMS, vol. 33(1), pages 337-361, March.

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    Meaning Diversity Alliances;

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