Managing international strategic alliance relationships

Wahyuni, Sari; Ghauri, Pervez N.; Karsten, Luchien

doi:10.1002/tie.20166

Cited by 21 publications

(20 citation statements)

References 42 publications

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“…In an R&D alliance, determining the alliance scope provides an alternative way to prevent knowledge leakage and protect technological assets (Oxley & Sampson, ). This is critical for risk management (Wahyuni, Ghauri, & Karsten, ). It has been shown that determining alliance scope is “one of the most important tasks the partners will undertake.…”

Section: Empirical Approach: Sample and Description Of The Biopharmacmentioning

confidence: 99%

Formal international contracts in the presence of cultural distance: An empirical analysis of biopharmaceutical alliances

Delerue¹,

Sicotte²

2018

Thunderbird Intl Bus Rev

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Formal contracts are designed to manage the moral hazard issues and inherent risks that come with relationships between organizations. These contracts play an important role in nonequity international alliances, where greater cultural distance between the partners gives rise to more uncertainty in the relationship. At the same time, the contract is the outcome of a negotiation process, and this process is affected by the cultural distance between the partners. This article addresses whether cultural distance affects contract design and content. Rather than test an established model, we use an inductive approach to conduct a detailed empirical analysis of 135 two-party international research-and-development contracts for clinical development in the biopharmaceutical industry. The results show that cultural distance wields complex effects on the contract and its content. They also indicate that a contract will be less detailed-with fewer monitoring clauses and a narrower definition of the collaborative scope-when the partnering firms operate in highly distant national cultures. K E Y W O R D S

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Section: Empirical Approach: Sample and Description Of The Biopharmacmentioning

confidence: 99%

Formal international contracts in the presence of cultural distance: An empirical analysis of biopharmaceutical alliances

Delerue¹,

Sicotte²

2018

Thunderbird Intl Bus Rev

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“…With the increasing number of multinational companies and international alliances, understanding the cross‐cultural differences and institutional framework of the host country in conflict management has become increasingly important (Brett, Tinsley, Shapiro, & Okumura, ; Holt & DeVore, ; Kozan, ; Tinsley & Brett, ; Wahyuni, Ghauri, & Karsten, ; Seyoum, ). As many businesspeople have discovered, ineffective negotiations and poor conflict management often contribute to problematic international operations (Adler, ; Brett et al, ; Gammelgaard, Kumar, & Worm, ).…”

Section: Introductionmentioning

confidence: 99%

Institutional dimensions and conflict resolution strategy in international joint ventures: An empirical examination

Kwarteng

Dadzie

Famiyeh

et al. 2018

Thunderbird Intl Bus Rev

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This study examines the impact of the host-country institutional structures on the choice of conflict resolution strategy in the international joint venture (IJV). Using the survey method and relying on multiple regression, we demonstrate that there is a statistically significant relationship between institutional pillars and the choice of conflict resolution strategy in the international joint venture in the context of Ghana. In particular, we demonstrate that legalistic and forcing conflict resolution strategies are influenced by the regulative institutional pillar, while compromising and problem-solving conflict resolution strategies are impacted by normative and cognitive institutional pillars. The multigrouping analysis results show that the views and the choice of foreign partners on conflict resolution strategy differ from that of the local partners to the IJV. This study fills the gap by empirically testing the conflict resolution strategies of firms in relation to the role of regulative, normative, and cognitive institutional pillars of the host country. K E Y W O R D Sconflict resolution strategy, culture, Ghana, institutions, international joint venture

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“…Nesse sentido, a adoção de estratégias cooperativas tem se tornado, há algum tempo, cada vez mais comum entre organizações em todo o mundo (Schifrin, 2001). Nesse contexto, a compreensão do seu funcionamento é de grande valia para a administração contemporânea, o que tem levado diversos autores a pesquisarem sobre o tema (Beamish, 1985;Powel, 1987;Contractor e Lorange, 1988;Hennart, 1988;Borys e Jeminson, 1989;Kogut, 1991;Osborn e Hagedoorn, 1997;Child e Faulkner, 1998;Gulati, 1998;Rodrigues, 1999;Hitt e Dacin, 2000;Wahyuni et al, 2007;Agarwal et al, 2010).…”

Section: Introductionunclassified

Arranjos cooperativos sob a ótica da imersão social e da economia dos custos de transação: um estudo de caso

Cárdenas¹,

Lopes²,

Baldi³

2011

base

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A formação de arranjos cooperativos é uma estratégia cada vez mais utilizada por organizações em todo o mundo como forma de obter ganhos de competitividade em mercados altamente dinâmicos. Assim, torna-se cada vez mais importante a compreensão sobre esses novos tipos de arranjos organizacionais. Este artigo analisa a formação e o desenvolvimento de duas parcerias, formadas através de cooperativas de produtores de camarão no estado do Rio Grande do Norte: a Coopercam e a Unipesca. Ambas foram analisadas sob a ótica da Economia dos Custos de Transação (ECT) e da Imersão Social (embeddedness). Utilizou-se o trabalho de Gulati (1998) com o objetivo de identificar as fases para a compreensão da formação e do desenvolvimento de arranjos cooperativos: a decisão de entrar e a escolha dos parceiros, a decisão sobre a estrutura do arranjo, a evolução da aliança e a influência no desempenho daqueles que ingressaram nessa parceria. O método empregado na pesquisa foi o estudo de caso (Yin, 2005). A coleta de dados se caracterizou por ser de natureza exploratório-qualitativa. Já no que se refere à análise de dados, utilizou-se da técnica de análise de conteúdo e análise documental proposta por Bardin (1977). Os resultados da pesquisa mostraram que a formação das parcerias trouxe, em ambos os casos, ganhos de competitividade. Contudo, esses ganhos foram mais relevantes no caso da Unipesca em função do menor número de parceiros, o que possibilitou um incremento dos laços sociais e da confiança existentes entre os parceiros. No caso da Coopercam, isso foi limitado pelo grande número de cooperados.

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Managing international strategic alliance relationships

Cited by 21 publications

References 42 publications

Formal international contracts in the presence of cultural distance: An empirical analysis of biopharmaceutical alliances

Formal international contracts in the presence of cultural distance: An empirical analysis of biopharmaceutical alliances

Institutional dimensions and conflict resolution strategy in international joint ventures: An empirical examination

Arranjos cooperativos sob a ótica da imersão social e da economia dos custos de transação: um estudo de caso

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