A Study on the Effects of National Culture to Strategic Alliance Types

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1 , pp A Study on the Effects of National Culture to Strategic Alliance Types Jungah Lee Department of International Trade, Pusan National University, Busan Daehakro 63road 2, Busan, Korea, jeanna21@naver.com Abstract. The purpose of this study is to analyze the effect of national culture on strategic alliance types and performance for partnership. To analyze this objective, this study reviews various literatures and has developed a research model. To examine the research model, we collected data from international companies. Keywords: Alliance types, national culture 1 Introduction The purpose of this study is to set up a conceptual model and hypotheses about the moderating effects on the national culture of the type of alliance and performance to analyze target companies. 2 Hypothesis <H 1> Individualistic cultural tendency will choose a positive impact on scanningalliance type than utilization alliance type. <H 2> Higher power distance will choose a positive impact on utilization-alliance type than scanning alliance type. <H 3> Higher uncertainty avoidance tendency will choose a positive impact on utilization-alliance than scanning alliance. <H 4> Masculism tendency will choose a positive impact on utilization-alliance type than scanning alliance type. <H 5> Type of Scanning alliance will have a positive impact on learning. <H 6> Type of utilization alliance will have a positive impact on organizational. ISSN: ASTL Copyright 2015 SERSC

2 3 Data Collection and Measurements From a total of 324 questionnaires, 132 questionnaires were collected. Among the responses excluding uncertain responses, a total of 92 responses were considered in the end. Table 1. Survey Items Construct Items References Type of alliance Scanning alliance Grant and Baden-Fuller(2004) Utilization alliance Lavie and Rosenkopf(2006), National culture Performance Individualism Uncertainty avoidance Power distance Masculism Learning Organizational Kandemir(2006) Hofstede(1980, 1991) Mansfield (1988) Wild, Wild, and Han.(2003), Teece et al.,(1997), Eisenhardt and Martin, 2000, Prahalad and Hamel(1990) Table 2. Reliability and Factor Analysis of Alliance types Construct Scanning Utilization Cronbach s Alpha Explore partnership opportunities Diversity of information sources Ability to respond to partnership opportunities Sharing information about the partnership Learning and utilizing partnerships Forming Affiliate Networks Eigen value Variance Table 3. Reliability and Factor Analysis of National Culture Construct Id Ua Pd Ma Cronbach s Alpha Nuclear family system Profit-sharing for individuals Bonus system by individual work Centralized organizational structure Wealth and honor of coexistence Copyright 2015 SERSC 75

3 Rules and regulations enacted Acceptance degree for innovative ideas Social Security Level Career-oriented values Political participation for women Eigen value Variance Id: Individualism, U/A: Uncertainty avoidance, P/D: Power distance, Ma: Masculism Table 4. Reliability and Factor Analysis of Performance Construct Organizational Learning Cronbach s Alpha Spreading knowledge through job rotation system Degree for Interdepartmental cooperation system activation Level of the new knowledge sharing between departments Degree for external adaptation Level of new knowledge understanding Problem solving by new information and knowledge.791 Eigen value Variance Results As shown in <table 5, 6, 7> it can be seen that the national culture significantly affected alliance-orientation. Therefore, the above hypotheses were supported without hypothesis 4. Table 5. Regression Analysis of the effects of National Culture to Alliance types Dependant Independent Standard error ß t p Constant Individualism Scanning U/A Alliance P/D *** Masculism F=35.571*** p=0.000 R²=0.399 Adj R²=0.387 Dependant Independent Standard error ß t p 76 Copyright 2015 SERSC

4 Utilization Alliance Constant Individualism * U/A * P/D Masculism F=25.236*** p=0.002 R²=0.255 Adj R²=0.266 Table 6. Regression Analysis of Compatibility for Organizational Capabilities Model 1 Model 2 Model3 Model 4 Model 5 Scanning Scanning*P/D Scanning* U/A Scanning*Ma Scanning*Ind F ** * R² Adj R² Utilization 0.803* 1.815* 0.640* 0.592* 0.413* Utilization*Ind 0.895* 0.616* Utilization*Ma 0.521** 0.491*** 0.463*** Utilization*P/D Utilization*U/A F *** *** *** ** *** R² Adj R² Table 7. Regression Analysis of Compatibility for Learning Capabilities Model 1 Model 2 Model3 Model 4 Model 5 Scanning 0.694* 0.785* 0.731* 0.521* 0.709* Scanning*P/D Scanning* U/A 0.677*** 0.524*** 0.529*** Scanning*Ma Scanning*Ind F *** * * R² Adj R² Utilization Utilization*Ind Utilization*Ma Utilization*P/D Utilization*U/A F * * * ** * R² Adj R² Copyright 2015 SERSC 77

5 References 1. Eisenhardt, K. M., and Schonhove, C. B. (1996), Resource-Based View of Strategic Alliance Formation: Strategic and Social Effects in Entrepreneurial Firm, Organization Science, Vol 7. p Grant, R. M. and Baedn-Fuller, C. (2004), A Knowledge Accessing Theory of Strategic Alliance, Journal of Management Studies, Vol 41, No 1, p Hofstede G.(1991), "Cultures and Organizations: Software of the Mind", London: McGraw- Hill. 4. Kandemir, destan, Attila Yaprak, and S. Tamer Cavusgil (2006), "Alliance Orientation: Conceptualization, measurement and Impact on Market Performance," Journal of Academy of Marketing Science, Vol 34. No 3. p Lavie, D. and Rosenkopf, L. (2006), Balancing Exploration and Exploitation in Alliance formation, Academy of Management Journal, Vol 49, No 4, p Mansfield, E. (1988), Industrial R&D in Japan and the United States: A Comparative Study, American Economic Review, Vol 78. p Prahalad. C.K. & Hamel. G.(1990), The core competence of the corporation," Harvard Business Review, Vol 68, No 3. p Teece, D. J. (1977), Technology Transfer by Multinational Firms: The Resource Cost of Transferring Technological Know-how, The Economic Journal, Vol 87. p Wild, J. W., Wild, K. L. and J. C. Y. (2003), Internatinal Business 2nd, New Jersy. Prentice Hall. 78 Copyright 2015 SERSC