A model of cultural differences and international alliance performance

By David G. Sirmon, Peter J. Lane. 2004

383 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/0d47be511a2219bd208fa662bbe9fa305964d29f

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In Strategy and Management

Citations in the corpus

Managing Knowledge for Innovation: The Role of Cooperation, Competition, and Alliance Nationality (2010, background): “However, cultural and geographic differences may cause difficulties in international partnerships that are absent or minimized in domestic alliances (Sirmon and Lane 2004).”
The Environmental, Social, Governance, and Financial Performance Effects on Companies that Adopt the United Nations Global Compact (2015, background): “Previous research has demonstrated that managers behave differently across countries because they are highly influenced by the national cultural values [60–63], organizational culture [64,65], or businesses in which they are embedded [66].”
The Interrelationships Among Informal Institutions, Formal Institutions, and Inward Foreign Direct Investment (2013, positive): “Specifically, culture reflects and further influences the beliefs (Schooler, 1996), values (Hofstede, 1980), norms and priorities (Sirmon & Lane, 2004), and assumptions (Huang & Harris, 1973) that are broadly shared by individuals in a society and that “underpin [its] formal institutions” (Redding,…”
Boundaries of the Firm: Insights From International Entry Mode Research (2007, background): “SDM theory also suggests that organizational culture may affect the decisions managers make (Simon & Lane, 2004).”
Towards a more balanced treatment of culture in international business studies: The need for positive cross-cultural scholarship (2014, background): “(Sirmon & Lane, 2004: 309) “We propose that cultural differences can be both an asset and a liability … .”
Performance of International Joint Ventures: What Factors Really Make a Difference and How? (2009, background): “In addition to national culture distance, organizational culture distance can also influence IJV performance (Sirmon & Lane, 2004).”
Resource Orchestration to Create Competitive Advantage (2011, background): “And if firms cannot develop such a capability internally, they may be able to gain access to appropriate complementary resources through strategic alliances and/or acquisitions (Harrison, Hitt, Hoskisson, & Ireland, 2001; Makri et al., 2010; Sirmon & Lane, 2004).”
Do cross-border acquisitions create value? Evidence from overseas acquisitions by Chinese firms (2016, background): “…Hwang, 1992; Kogut & Singh, 1988; Lee, Shenkar, & Li, 2008; Leung, Bhagat, Buchan, Erez, & Gibson, 2005; Li, Karakowsky, & Lam, 2002; Shenkar, 2012; Sirmon & Lane, 2004; Vaara, Sarala, Stahl, & Bjorkman, 2012), and it is often cited as an impediment to integrating cross-border acquisitions (Datta…”