Arvind Parkhe

Competing and Cooperating Similarity in Global Strategic Alliances: An Exploratory Examination

We used two variables, competing similarity and cooperating similarity, in developing a comprehensive model that forces a simultaneous treatment of partner characteristics and partner capabilities in global strategic alliances. An empirical test of this model on a sample of 70 global strategic alliances indicated mixed support for our hypotheses, and suggested that competing similarity has a negative effect and cooperating similarity has a positive effect on alliance outcomes. Findings also show that deliberate ‘relational efforts’ mitigate the frictional effects of differences in partner characteristics.

Institutional environments, institutional change and international alliances

Societal culture, national context, corporate culture and management practices represent multilevel forces of institutionalization and legitimation on managers. Because these forces may be sharply different for partners in international alliances, intense pressure for change and adaptation may build within the alliance as each partners institutionally rooted values, practices and systems (VPSs) touch the others. Current alliance research acknowledges the importance of bridging institutional distance between partners but stops short of unpacking the stages involved in the process of institutional change. In this article, I propose a process model that merges and extends insights from institutional theory and international alliance literatures. Testable propositions are developed and research implications are discussed.

ORCHESTRATING GLOBALLY: MANAGING THE MULTINATIONAL ENTERPRISE AS A NETWORK

MNEs can usefully be conceptualized as intraorganizational networks; structurally, they often resemble loosely coupled systems. With subsidiaries possessing assets, resources, and capabilities crucial to the worldwide network, management by fiat is unlikely to be effective, and an integration of headquarters/subsidiary perspectives is necessary. Yet the MNE literature is surprisingly silent on the who, what, and how of such integration. This paper introduces the notion of “orchestration” and suggests that high performance requires headquarters to effectively manage the orchestration processes of mobilizing resources, appropriating value, and ensuring global network stability. Research propositions are developed and managerial implications are discussed.

Japan's Network Economy: Structure, Persistence, and Change

The article presents a review of a book entitled “Japans Network Economy: Structure, Persistence, and Change,” James R. Lincoln and Michael L. Gerlach.