國家和組織文化差異與國際聯盟

Abstract

Previous researches on international business have focused on the effect of either national or organizational cultural differences on international alliance performance and findings are not conclusive. Although recent studies pay attention to incorporate both national and organizational cultural differences, they treat these two cultures separately. To address this gap, this paper aims to explore the joint effect of national and organizational cultural differences on the performance of international alliance. Specifically, case studies in the context of German-Japanese automobile makers were examined. The analysis suggested that there is a negative impact to firms when both national and organizational cultures are different. However, when organizational cultures are similar and national cultures are different, firms still enjoy benefits from the alliance. Therefore, this analysis enhances the understanding of the effect of national and organizational cultures on international alliances.