We consider the effect of national culture and corporate culture differences on the management of international strategic alliances (ISAs). Findings are based on the perceptions of a relatively large sample of Chinese partner firms in ISAs with foreign partners. We find that differences in...

We examine the strategic motivation for international strategic alliance (ISA) formation and partner selection criteria in a sample of 203 Chinese ISAs using questionnaire data obtained from Chinese partners. The highest ranked strategic motives of the Chinese firms are maintaining market...

We investigate the determinants of managers' perceptions of national and corporate culture differences, using data obtained from Chinese partner managers of international strategic alliances. An expected positive relationship is found between the extent to which the managers have experienced...