The strategic alliances between the American and German companies
Identifieur interne : 000A72 ( Main/Exploration ); précédent : 000A71; suivant : 000A73The strategic alliances between the American and German companies
Auteurs : Khaled Abdou [États-Unis] ; Simone Kliche [Allemagne]Source :
- European Business Review [ 0955-534X ] ; 2004-02-01.
English descriptors
- Teeft :
- Alliance, Alliance activities, Alliance partners, American companies, American culture, American market, Barsoux, Basic assumptions, Business context, Collectivist, Collectivist societies, Columbia journal, Competitive advantage, Competitive uncertainty, Cultural differences, Cultural distance, Cultural traits, Cultural values, Demand uncertainty, Deutsche, Deutsche bank, Deutsche telekom, Different cultures, Eastern illinois university, Equity alliance, Federal republic, France telecom, German companies, German managers, Glunk, Greater size, Harvard business review, Hennart, High degree, High failure rate, Hofstede, Human activity, Human nature, International business, International business studies, International studies, Joint venture, Joint ventures, Kogut, Kuchinke, Management journal, Management review, Management science, Manufacturing enterprises, More competitors, More nations, National culture, National cultures, National differences, Ndings, Numerical index, Organization science, Organization studies, Organizational, Organizational behavior, Organizational culture, Other factors, Other things, Personal relationship, Power distance, Relational uncertainty, Right alliance partner, Schneider, Senator film, Several reasons, Siemens, Single companies, Small manufacturing enterprises, Smithkline beechham, Steensma, Strategic alliance, Strategic alliances, Strategic management journal, Strategic planning, Study attempts, Synergy, Tacit collusion, Technological alliances, Technological uncertainty, Technology alliance formation, Technology alliances, Term culture, Time warner, Uncertainty avoidance, Unknown situations, Value dimensions, Value dimensions model, Western part, World business.
Abstract
In the current situation of the global economy, engaging in strategic alliances depends upon several factors in which the national and organizational cultures of the companies are involved. This paper discusses the cultural differences between the German and the American culture by applying Hofstede's value dimension system and how these differences affect the formation of strategic alliances and outcomes. Furthermore, the paper examines whether literature sustains the fact that Hofstede's value model can be used to sufficiently distinguish between the German and the American culture.
Url:
DOI: 10.1108/09555340410512385
Affiliations:
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alliances depends upon several factors in which the national and organizational cultures of the companies are involved. This paper discusses the cultural differences between the German and the American culture by applying Hofstede's value dimension system and how these differences affect the formation of strategic alliances and outcomes. Furthermore, the paper examines whether literature sustains the fact that Hofstede's value model can be used to sufficiently distinguish between the German and the American culture.</div></front></TEI><affiliations><list><country><li>Allemagne</li><li>États-Unis</li></country><region><li>Louisiane</li></region></list><tree><country name="États-Unis"><region name="Louisiane"><name sortKey="Abdou, Khaled" sort="Abdou, Khaled" uniqKey="Abdou K" first="Khaled" last="Abdou">Khaled Abdou</name></region></country><country name="Allemagne"><noRegion><name sortKey="Kliche, Simone" sort="Kliche, Simone" uniqKey="Kliche S" first="Simone" last="Kliche">Simone Kliche</name></noRegion></country></tree></affiliations></record>Pour manipuler ce document sous Unix (Dilib)
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