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Strategic motivations for Sino-Western alliances: a comparativeanalysis of Chinese and Western alliance formation drivers

Author

Listed:
  • Saebi, Tina

    (UNU-MERIT)

  • Dong, Qinqin

    (Wuhan University of Technology)

Abstract

This paper compares the key drivers of Sino-foreign alliance formation from the perspective of both Chinese and Western alliance partners. Our results indicate that Chinese companies enter into alliances with Western companies mainly to get accesses to international markets and to develop their technological and managerial competences further, while Western partners aim to gain access to the local customer and supplier bases of their Chinese counterpart as well as to the complex distribution systems found in the Chinese market. In analyzing the differences among Chinese and Western alliance motives, this paper shows how the initial deficiencies in the Chinese institutional environment has shaped the strategic motives of local companies and consequently lead to the diverging alliance formation motives in Sino-foreign alliances.

Suggested Citation

  • Saebi, Tina & Dong, Qinqin, 2008. "Strategic motivations for Sino-Western alliances: a comparativeanalysis of Chinese and Western alliance formation drivers," MERIT Working Papers 2008-030, United Nations University - Maastricht Economic and Social Research Institute on Innovation and Technology (MERIT).
    • Handle: RePEc:unm:unumer:2008030
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    File URL: https://unu-merit.nl/publications/wppdf/2008/wp2008-030.pdf
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    References listed on IDEAS

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    1. Michael Hitt & M. Tina Dacin & Edward Levitas & Jean-Luc Arregle & Anca Borza, 2000. "Partner Selection in Emerging and Developed Market Contexts : Resource-Based and Organizational Learning Perspectives," Post-Print hal-02276706, HAL.
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    4. Dong, Li & Glaister, Keith W., 2006. "Motives and partner selection criteria in international strategic alliances: Perspectives of Chinese firms," International Business Review, Elsevier, vol. 15(6), pages 577-600, December.
    5. Kathleen M. Eisenhardt & Claudia Bird Schoonhoven, 1996. "Resource-based View of Strategic Alliance Formation: Strategic and Social Effects in Entrepreneurial Firms," Organization Science, INFORMS, vol. 7(2), pages 136-150, April.
    6. Michael A. Hitt & David Ahlstrom & M. Tina Dacin & Edward Levitas & Lilia Svobodina, 2004. "The Institutional Effects on Strategic Alliance Partner Selection in Transition Economies: China vs. Russia," Organization Science, INFORMS, vol. 15(2), pages 173-185, April.
    7. Seung Ho Park & Gerardo R. Ungson, 2001. "Interfirm Rivalry and Managerial Complexity: A Conceptual Framework of Alliance Failure," Organization Science, INFORMS, vol. 12(1), pages 37-53, February.
    8. John Child & Yanni Yan, 2003. "Predicting the Performance of International Joint Ventures: An Investigation in China," Journal of Management Studies, Wiley Blackwell, vol. 40(2), pages 283-320, March.
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    Cited by:

    1. Rai, Varun & Funkhouser, Erik, 2015. "Emerging insights on the dynamic drivers of international low-carbon technology transfer," Renewable and Sustainable Energy Reviews, Elsevier, vol. 49(C), pages 350-364.
    2. Muhammad Ali & Anisul Islam, 2014. "Agribusiness Potentials for Bangladesh — an Analysis," Economy of region, Centre for Economic Security, Institute of Economics of Ural Branch of Russian Academy of Sciences, vol. 1(3), pages 233-247.

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    More about this item

    Keywords

    Strategic alliances; China; Innovation; Internationalization;
    All these keywords.

    JEL classification:

    • F23 - International Economics - - International Factor Movements and International Business - - - Multinational Firms; International Business
    • L24 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Contracting Out; Joint Ventures
    • O32 - Economic Development, Innovation, Technological Change, and Growth - - Innovation; Research and Development; Technological Change; Intellectual Property Rights - - - Management of Technological Innovation and R&D

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