July 2004, Volume 35, Number 4, Pages 306-319

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Article

A model of cultural differences and international alliance performance

David G Sirmon¹ and Peter J Lane²

¹Management Department, Clemson University, Clemson, SC, USA

²Management Department, University of New Hampshire, Durham, NH, USA

Correspondence to: DG Sirmon, Management Department, Clemson University, Sirrine Hall, Clemson, SC 29634-1305, USA. Tel: +1 864 656 6773; Fax: +1 864 656 2015; E-mail: dsirmon@clemson.edu

We propose a model of cultural differences and international alliance performance to explain the ambiguous findings regarding the influence of national culture differences on alliance performance. Building on research on national, organizational, and professional cultures, we argue that the closer the domain of a social group is to the value-creating activities of an alliance, the more disruptive cultural differences between the partners' members of that social group will be. Organizational culture differences will tend to be more disruptive than national culture differences, and differences in the professional culture most relevant to alliance value creation typically will be the most disruptive. Implications for research and managerial practice are discussed, and the model's relevance for international R&D alliances is highlighted.

Journal of International Business Studies (2004) 35, 306-319. doi:10.1057/palgrave.jibs.8400089
Published online 1 July 2004

cultural differences; alliance performance; professional culture

Received: 2 June 2003; revised: 3 August 2003; accepted: 3 August 2003

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