The Influence of National Culture on the Formation of Technology Alliances by Entrepreneurial Firms

By H. Kevin Steensma, Louis D. Marino, K. Weaver, P. Dickson. 2000

524 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/eac289f62816c4f93ddbc2175b23438da4f6d297

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In Management of Technology and Innovation

In Strategy and Management

Citations in the corpus

Understanding dynamics of strategic decision-making in venture creation : a process study of effectuation and causation (2015, background): “The nature and outcome of their technology development activities, as well as market selection and commercialization processes, are not just risky but inherently unpredictable and fraught with ‘ambiguity’ or ‘Knightian uncertainty’ (Chesbrough, 2003; Steensma et al., 2000; Utterback, 1987).”
Entrepreneurial Orientation and International Scope: The Differential Roles of Innovativeness, Proactiveness, and Risk-Taking (2014, methodology): “Similarly modified versions of the entrepreneurial orientation scale have been employed in the literature (Knight, 1997 and Steensma et al., 2000).”
International Entrepreneurship: The Current Status of the Field and Future Research Agenda (2017, methodology): “1999); research into entrepreneurial orientation (Lumpkin & Dess 1996); and comparative literature that suggests certain cultures are being more innovative or entrepreneurial (Mitchell et al. 2000; Shane 1993; Steensma et al. 2000).”
Culture and international business: recent advances and their implications for future research (2005, background): “Change threatens stability, and introduces uncertainty, and resistance to change will therefore be higher in cultures of high rather than low uncertainty avoidance (Steensma et al., 2000).”
Reactions to Perceived Inequity in U.S. and Dutch Interorganizational Relationships (2003, background): “In societies that highly value competition, assertiveness, accomplishment, and conscious striving to be the best (Hofstede, 1980), firms will view the world in terms of winners and losers (Steensma et al., 2000).”
The direct and indirect impact of culture on innovation (2014, background): “While MNEsʼ operations are clearly impacted by the national culture of the host countries (Dwyer et al., 2005; Steensma et al., 2000), there is evidence for a reciprocal relationship, manifest in the way MNEsʼ processes and procedures influence their subsidiariesʼ operations and diffuse into local i”
Formal institutions, culture, and venture capital activity: A cross-country analysis (2012, unknown): “Formal institutions and informal cultural constraints influence various economic activities and outcomes, including electric utility investment (e.g., Bergara et al., 1998); multinational market entry (Henisz, 2000); innovation (Shane, 1993, 1994) and technology alliances (Steensma et al., 2000).”