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Professional Culture Compatibility and Performance in International  Joint Ventures: A Chinese Experience

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thesis
posted on 2021-11-08, 23:14 authored by Gan, Xiangfu

This research was influenced by Sirmon & Lane's (2004) model of cultural differences and international alliance performance. Sirmon & Lane's model introduced the concept and importance of partners' professional culture compatibility in international alliances. However, to date, their model lacks empirical testing. This research therefore took the study further by empirically investigating the influence of professional culture compatibility between partners and international alliance performance by using a selected sample of Sino-Foreign joint ventures in China. The findings overall support Sirmon & Lane's (2004) model that (1) Partners from similar national cultures experience lesser differences in their professional cultures as opposed to partners from diverse cultures; and, (2) Professional culture differences between partners negatively influence the overall performance of international joint ventures. However, this research also argues that the relationships shown in Sirmon & Lane's (2004) model are not as straightforward as was previously proposed, and the findings suggest several additional factors that contribute to the relationship between partner professional culture compatibility and international alliance performance.

History

Copyright Date

2008-01-01

Date of Award

2008-01-01

Publisher

Te Herenga Waka—Victoria University of Wellington

Rights License

Author Retains Copyright

Degree Discipline

Management

Degree Grantor

Te Herenga Waka—Victoria University of Wellington

Degree Level

Masters

Degree Name

Master of Management Studies

Victoria University of Wellington Item Type

Awarded Research Masters Thesis

Language

en_NZ

Victoria University of Wellington School

Victoria Management School

Advisors

Daellenbach, Urs