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Corporate Culture and an International Strategic Alliance in Transition

In: Foreign Investment and Corporate Governance in China

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  • Yanni Yan

Abstract

This chapter provides insights into cultural studies, including national culture, corporate culture and culture specific to a strategic alliance’s management. It is believed that the exploration of the development of indigenous approaches is essential to the understanding of national culture and thus to the cultural influence on the management of an international strategic alliance. Management practices in a strategic alliance are embedded in partners’ management traditions that influence their organizational behaviour at an international level. This chapter provides various alternative views of corporate culture and strategic alliances in transition that are directly related to differences between partner firms’ national culture, legal institutions, social norms and management practices, since large cultural differences between the host country and foreign countries significantly constrain the effective application of management practices in most strategic alliances.

Suggested Citation

  • Yanni Yan, 2005. "Corporate Culture and an International Strategic Alliance in Transition," Palgrave Macmillan Books, in: Foreign Investment and Corporate Governance in China, chapter 9, pages 185-208, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-51485-0_9
    DOI: 10.1057/9780230514850_9
    as

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