You are not currently logged in.
Access JSTOR through your library or other institution:
The Institutional Effects on Strategic Alliance Partner Selection in Transition Economies: China vs. Russia
Michael A. Hitt, David Ahlstrom, M. Tina Dacin, Edward Levitas and Lilia Svobodina
Vol. 15, No. 2 (Mar. - Apr., 2004), pp. 173-185
Published by: INFORMS
Stable URL: http://www.jstor.org/stable/30034722
Page Count: 13
You can always find the topics here!Topics: Alliances, International alliances, Transitional economies, Environmental management, Investment strategies, International financial management, Knowledge management, Financial management, Business structures, Economic transitions
Were these topics helpful?See somethings inaccurate? Let us know!
Select the topics that are inaccurate.
Preview not available
China and Russia represent major economies in transition from command economies, yet their paths to the market have differed greatly. Their divergent approaches have helped create distinct institutional environments. This study focuses on a particularly important strategic decision firms face-alliance partner selection. The study's results suggest that China's more stable and supportive institutional environment has helped Chinese firms take a longer-term view of alliance partner selection, focusing more on the potential partner's intangible assets along with technological and managerial capabilities. In contrast, the less stable Russian institutional environment has influenced Russian managers to focus more on the short term, selecting partners that provide access to financial capital and complementary capabilities so as to enhance their firms' ability to weather that nation's turbulent environment. This study contributes to knowledge about the influence of the institutional environment on alliance partner selection decisions for firms domiciled in transition (and emerging) economies.
Organization Science © 2004 INFORMS