Cultural Differences In Operational Performance Empirical Research On International Strategic Alliances

As new markets open up for global competition intensifies,businesses of all sizes and in all sectors are expanding their operationsoverseas at unprecedented rates and more and more international strategicalliances appear in this situation. In the past, people considered capitaland technology as the two main support of corporation's transnationaloperation, while ignored cultural differences. According to the previousliterature, we can see that there are many researches in the impact ofcultural differences on international strategic alliance operatingperformance. But there are few researches about by what ways culturaldifferences influence international strategic alliance operatingperformance. In addition, the analytic methods of influences of culturaldifference on international strategic alliance operating performance arelimited to case analysis, which is not objective, so the analytic methodsshould be improved.Because of the differences of data-collected methods, this paperseparately adopts simple correlated method and structural equation modelto analyze the influence of national and organizational culturaldifferences on international strategic alliance operating performance. Firstof all, calculate the cultural differences of Chinese and England, Germany,Canada, Japan, Korea by referring to the first-hand data. Then, do simplecorrelated analysis between cultural differences and international strategicalliance operating performance. Next, establish organizational culturesversus middle variables (including organizational communication,commitment, decision and the method of solving conflict) as well asmiddle variables versus international strategic alliance operatingperformance theoretical models. Collect data by questionnaireinvestigation. Adopt basic statistic methods and structural equationmodeling method, and combine the software SPSS13.0 and LISREL8.70to analyze data.Two among five assumptions about the influences of national culturesdifferences on alliance performance have not passed the test. Four amongeleven assumptions about the influences of organizational cultures differences on middle variables have not passed the test. It proves thatcultural differences have bad influences on international strategic allianceoperating performance in some degree. And explain the reasons whysome assumptions have not passed the test. At last, bring forward policyadvices from the angles of choosing alliance partners and combiningdifferent cultures.