Golonka, Monika (2012): Emerging Asian ICT global players: natural born collaborators or stuck with aliens? Forthcoming in: International Journal of Management And Business , Vol. XX, No. XX (2012): X-X.
Download (368kB) | Preview
Researchers studying firm’s strategy have begun to recognize the role of alliances, alliances portfolio and alliances networks in access to the partners resources and it’s impact on a firms‘ performance, industry competition dynamics, and industry structure. Nevertheless, most studies have focused on firms’ alliance portfolios analysis based on single country only, mainly US Banking or Software Industry. The real “explosion” of alliances is the phenomena clearly observed in a global ICT Industry. ICT Industry is the one of the fastest-growing Industries directly shaping global communication and leading changes in many other market sectors. In this undoubtedly pioneering domain of changes caused by digital convergence, convergence of products and services we can observe an extreme growth of meaning of interfirm cooperation - alliances, alliance portfolios and alliance networks, as well as mergers and acquisitions. On the example of 30 leading global ICT giants and 10,247 alliances in their alliance portfolios, this study empirically tested and supported hypothesis that ICT firms from more “collective” cultures, or cultures characterized by “relational mindset” are more willing to cooperate with culturally diverse partners, forming multiple weak alliances (exploration alliances) then firms from individualistic cultures. The question appears that are they “natural born” collaborators or they stuck with existing Western giants on the global market? Quantitative analysis results have been illustrated by two examples of firms’ alliance portfolios: one from China and one from France.
|Item Type:||MPRA Paper|
|Original Title:||Emerging Asian ICT global players: natural born collaborators or stuck with aliens?|
|Keywords:||Interfirm Cooperation, Emerging markets, ICT, Global Strategy|
|Subjects:||M - Business Administration and Business Economics ; Marketing ; Accounting ; Personnel Economics > M0 - General
L - Industrial Organization > L1 - Market Structure, Firm Strategy, and Market Performance > L14 - Transactional Relationships ; Contracts and Reputation ; Networks
F - International Economics > F2 - International Factor Movements and International Business > F23 - Multinational Firms ; International Business
L - Industrial Organization > L1 - Market Structure, Firm Strategy, and Market Performance > L10 - General
F - International Economics > F0 - General > F01 - Global Outlook
|Depositing User:||Monika Golonka|
|Date Deposited:||15 Aug 2012 01:11|
|Last Modified:||14 Feb 2016 00:57|
1. Anand B., Khanna T. (2000). Do firms learn to create value? The case of alliances. Strategic Management Journal, 21: 295–315.
2. Bond M., et al. (2004). Culture-level dimensions of social axioms and their correlates across 41 cultures. Journal of Cross-Cultural Psychology 35(5): 548-570.
3. Chang, W.C., Wong, W.K. and Koh, J.B.K. 2003. Chinese values in Singapore: traditional and modern. Asian Journal of Social Psychology 6: 5–29.
4. Chen M., Miller D. (2011). The Relational Perspective as a Business Mindset: Managerial Implications for East and West. Academy of Management Perspectives.
5. Chen, M. J., & Miller, D. (2010). West meets East: Toward an ambicultural approach to management. Academy of Management Perspectives, 24, 17–24.
6. Child J., Faulkner D. 1998. Strategies of cooperation: Managing alliances, networks, and joint ventures. Oxford University Press, Oxford and New York.
7. Contractor F.J., Lorange P. 1988. Cooperative Strategies in International Business, Lexington Books, Lexington, MA.
8. Dyer J.H., Singh H. (1998). The relational view: cooperative strategy and source of Interorganizational competitive advantage. Academy of Management Review 23(4): 660-79.
9. Ghamewat P. 2001. Distance Still Maters. The Hard Reality of Global Expansion. Harvard Business Review, September 2001.
10. Gitelson G, Bing J.W., Laroche L. 2001. The Impact of Culture on Mergers & Acquisition., CMA Management, March 2001. Available at: http://www.itapintl.com.
11. Golonka M. (2011). Cultural Factors and Interfirm Ties in the Global Sectors. Empirical Perspective, Gdansk Business School Publications, Vol. 12, pp. 5-23.
12. Green E.G.T., et al. (2005). Variation of individualism and collectivism within and between 20 countries. Journal of Criss-Cultural Psychology 36(3): 321-339.
13. Gulati R. (2007). Managing network resources. Oxford university Press, Oxford.
14. Gupta A., Wang H. (2009). Getting China and India Right. Wiley, USA.
15. Hofstede G. (2009). Dimensionalizing Cultures: The Hofstede Model in Context. Online Readings in Psychology and Culture Unit 17.
16. Hofstede G. (2005). Cultures and Organizations: Software of the Mind (2nd ed.). McGraw Hill, New York.
17. Hsu, F.L.K. (1985). Americans and Chinese: Passage to Differences, U.P., Hawaii.
18. Kogut B., Singh H. 1988. The effect of national culture on the choice of entry mode. Journal of International Business Studies 19: 411-32.
19. Koza M.P., Lewin A.Y. 1998. The Co-evolution of Strategic Alliances. Organization Science 9: 255-264.
20. Khanna T., Palepu K.G. (2010). Winning in Emerging Markets. A Road Map for Strategy and Execution. Harvard Bisness Press. USA.
21. Krackhardt D. 1992. The strength of strong ties: The importance of philos in organizations’. Harvard Business School Press, Boston, MA, 216–239.
22. Kumar R., Das T.K. (2011). National culture and legitimacy in international alliances. Strategic Alliances in Globalizing World, 243-161.
23. Lant T et al. (1992). The role of managerial learning and interpretation in strategic persistence and reorientation. Strategic Management Journal 13(8): 585–608.
24. Larson A. 1992. Network dyads in entrepreneurial settings: A study of the governance of exchange processes. Administrative Science Quarterly 37: 76–104.
25. Lavie D. 2006. The competitive advantage of interconnected firms: an extension of the resource-based view. Academy of Management Review 31(3): 638–658.
26. Lavie D. 2007. Alliance Portfolios and Firm Performance: A Study of Value Creation and Appropriation in the U.S. Software Industry. Strategic Management Journal 28: 1187–1212.
27. Lee S., Li J., Shenkar O. (2008). Cultural Distance, Investment Flow, And Control in Cross-Border Cooperation. Strategic Management Journal 29: 1117-1125.
28. Low B. 2007. Huawei Technologies Corporation: from local dominance to global challenge? Journal of Business & Industrial Marketing 22(2): 138-144.
29. March J. G. 1991. Explorative and exploitation in organizational learning, Organization Science 2(1): 71–87.
30. Marosini P. (1998). Managing cultural differences: Effective strategy and execution across cultures in global corporate alliances. Pergamon, NY.
31. Minkov M. (2011). Cultural Differences in a Globalizing World. Emerald Group Publishing Limited.
32. Neter J, Kutner M, Nachtsheim C, Wasserman W. (1996). Applied Linear Regression Models (3rd edn). Irwin: Homewood, IL.
33. Palakshappa, N.N., & Gordon, M.E. (2007). Collaborative Business Relationship. Journal of Small Business and Enterprise Development 14(2): 264 - 279.
34. Ralston D., et al. (1997). The Impact of Natural Culture and Economic Ideology on Managerial Work Values. Journal of International Business Studies 28, 177–207.
35. Rugman A., Collinson S. (2009). International business. (5th Ed). Pearson Education Limited. UK.
36. Schneider S.C. (1989). Strategy formulation: The impact of national culture. Organizational Studies, 10, 149-168.
37. Terewatanavong C., Quazi A. (2006). Conceptualising the link between national cultural dimensions and B2B relations. Asia Pacific Journal of Marketing and Logistics18:173-183.
38. Triandis, H. (1986), Collectivism vs. individualism: a reconceptualization of a basic concept in cross-cultural psychology. Macmillan, London, 223-49.
39. Vance C., et al. (2008). Considering individual linear/nonlinear thinking style and innovative corporate culture. International Journal of Organizational Analysis 16: 232 – 248.
40. Veraskelis N., Kessapidou S. (2002). The impact of national culture on international business performance: the case of foreign firms in Greece. European Business Review 14(4): 268-275.
41. Williams J.E., Satterwhite R.C., Saiz J.L. (1998). The Importance of Psychological Traits: A Cross-Cultural Study. New York: Plenum.
42. Yamakawa Y., et al. (2011). Explorative versus exploitation in alliance portfolio. Elsevier, Research Policy 40: 287-296.
Reports: TBR, 2007, 2008, 2009, Ovum, 2007, 2008, 2009, Gartner: Global Telecommunications Market Take, December 2007, Telecom Contracts&Vendors, 2007, OSS Observer - Global Telecom Software Market Analysis, 2008.