Drawing on an institutional perspective, this paper suggests that strategic alliances serve an important legitimating function for firms and that this role, mediated by alliance governance structure and partner selection preferences, has a significant influence on firm and alliance performance. A theoretical framework is proposed that identifies five types of legitimacy associated with strategic alliances and the specific conditions under which legitimation may be an important outcome of strategic alliances. Propositions are developed to explain when firms are most likely to enter into alliances for legitimacy purposes and how the legitimating role of strategic alliances contributes to firm and alliance performance. The paper concludes with a summary and implications of a legitimacy‐based view of alliances. Copyright © 2007 John Wiley & Sons, Ltd.

This study attempts to enhance our understanding of how a host country's legal environment influences international joint venture (IJV) partner selection criteria. Empirical results based on survey data collected on 169 IJVs revealed that host-country rule of law perceptions negatively influence appropriation and coordination cost concerns, which positively influence partner-related criteria. Furthermore, these concerns mediate the relationship between perceptions of host-country rule of law and partner-related criteria. Journal of International Business Studies (2009) 40, 779–801. doi:10.1057/jibs.2008.110

This study provides new insight into the interplay between partner-and institution-level bases of trustworthy behaviour in international joint ventures (IJVs). The results of the study, based on survey and archival data collected on 144 IJVs across six Asian countries, revealed that host country governance quality directly and positively influences IJV partner trustworthy behaviour. It was also found that weak host country governance undermined the effectiveness of certain partner selection criteria in serving as a tool for establishing an IJV with a trustworthy partner. Furthermore, through distinguishing between two dimensions of trustworthiness (benevolence and competence), it was demonstrated that partner benevolence is facilitated by relationship-oriented criteria, whereas partner competence is facilitated by task-oriented criteria. The implications of these results for the establishment and management of IJVs are discussed.

SummaryThis study examined the relationships between culture, individual attributes, and self-rating behavior among 1,786 university students in Canada, Hong Kong, Taiwan, mainland China, and Japan, and in doing so extended and refined the cultural relativity hypothesis. It explored the difference between vertical and horizontal individualists in self-rating behavior, and examined the mediating effects of two individual attributes, self-enhancement propensity and general self-efficacy in the relationship between individualism and self-rating behavior. The results confirmed that individualism is the cultural driver for self-rating leniency, and that the individual-level assessment of individualism is a stronger predictor of self-rating leniency than are culture-level differences. Vertical individualism was found to be positively related to selfenhancement propensity, which in turn was positively related to self-rating. Whereas, horizontal individualism was positively related to general self-efficacy, which in turn had a positive relationship with self-rating. We discuss the implications of the results for academic research and practical management.

Through structured interviews with 108 senior and middle managers in China, we compared the composition and social exchange practices of Chinese male and female managers' career success networks (CSNs). The results indicated that most of the CSN ties formed by both male and female managers are with men, especially power ties. Male and female managers differed in the extent to which they engaged in instrumental and expressive transactions with same- and opposite-sex CSN alters, reciprocated the help provided by CSN alters, and socialized outside of the workplace with opposite-sex alters. The implications of these results for career success in China are discussed. Copyright Springer Science + Business Media, Inc. 2005social networks, homophily, China, sex difference, guanxi,