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Organisational culture, national culture and performance in international joint ventures based in Israel.

Avny, Giora; Anderson, Alistair R.

Authors

Giora Avny

Alistair R. Anderson



Abstract

International Joint Ventures (IJV) capitalise on localised skills, knowledge and capabilities. Moreover, the internationalisation of markets offers scope to innovate, develop and market new products benefiting from international collaborations. Nonetheless, some IJV fail and many do not achieve satisfactory performance. One reason proposed is cultural differences, most often the differences in partners' national cultures or differences between corporate. We examine 66 Israeli IJV to establish the impact of national and organisational cultures. We found that neither organisational nor national culture had much impact on performance or the perception of performance. However, trust seems to play an important mediating role.

Citation

AVNY, G. and ANDERSON, A.R. 2008. Organisational culture, national culture and performance in international joint ventures based in Israel. International journal of business and globalisation [online], 2(2), pages 133-145. Available from: https://doi.org/10.1504/IJBG.2008.016622

Journal Article Type Article
Acceptance Date Dec 31, 2008
Online Publication Date Dec 31, 2008
Publication Date Dec 31, 2008
Deposit Date Sep 9, 2008
Publicly Available Date Sep 9, 2008
Journal International journal of business and globalisation
Print ISSN 1753-3627
Electronic ISSN 1753-3635
Publisher Inderscience
Peer Reviewed Peer Reviewed
Volume 2
Issue 2
Pages 133-145
DOI https://doi.org/10.1504/IJBG.2008.016622
Keywords Organisational culture; National culture; Trust; Organisational performance; International Joint VenturesIJV; Globalisation; Israel; Cultural differences
Public URL http://hdl.handle.net/10059/207

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