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Institutional environments, institutional change and international alliances

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  • Parkhe, Arvind

Abstract

Societal culture, national context, corporate culture and management practices represent multilevel forces of institutionalization and legitimation on managers. Because these forces may be sharply different for partners in international alliances, intense pressure for change and adaptation may build within the alliance as each partner's institutionally rooted values, practices and systems (VPSs) touch the other's. Current alliance research acknowledges the importance of bridging institutional distance between partners but stops short of unpacking the stages involved in the process of institutional change. In this article, I propose a process model that merges and extends insights from institutional theory and international alliance literatures. Testable propositions are developed and research implications are discussed.

Suggested Citation

  • Parkhe, Arvind, 2003. "Institutional environments, institutional change and international alliances," Journal of International Management, Elsevier, vol. 9(3), pages 305-316.
    • Handle: RePEc:eee:intman:v:9:y:2003:i:3:p:305-316
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    1. Mezias, Stephen J. & Chen, Ya-Ru & Murphy, Patrice & Biaggio, Angela & Chuawanlee, Wiladlak & Hui, Harry & Okumura, Tetsushi & Starr, Stephanie, 2002. "National cultural distance as liability of foreignness: the issue of level of analysis," Journal of International Management, Elsevier, vol. 8(4), pages 407-421.
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    11. Tatiana S. Manolova & Rangamohan V. Eunni & Bojidar S. Gyoshev, 2008. "Institutional Environments for Entrepreneurship: Evidence from Emerging Economies in Eastern Europe," Entrepreneurship Theory and Practice, , vol. 32(1), pages 203-218, January.
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