Social Identities in an International Joint Venture: An Exploratory Case Study

References

• Albert S., Whetten D. A., Cummings L. L., Staw B. M. Organizational identity. Research in Organizational Behavior (1985) (JAI Press, Greenwich, CT) 263–295Google Scholar
• Allport F. H.Institutional Behavior (1933) (University of North Carolina Press, Chapel Hill, NC) Google Scholar
• Anderson E., Gatignon H. Modes of foreign entry: A transaction cost analysis and propositions. J. Internat. Bus. Stud. (1986) 17:1–26Crossref, Google Scholar
• Ashforth B. E., Mael F. Social identity theory and the organization. Acad. Management Rev. (1989) 14(1):20–39Crossref, Google Scholar
• Berger P. L., Luckmann T.The Social Construction of Reality (1967) (Anchor Books, New York) Google Scholar
• Bettenhausen K., Murnighan J. K. The emergence of norms in competitive decision-making groups. Admin. Sci. Quart. (1985) 30:350–372Crossref, Google Scholar
• Brannen M. Y. Your next boss is Japanese: Negotiating cultural change at a western Massachusetts paper plant. (1994) (University of Massachusetts, Amherst, MA) . Unpublished Ph.D. dissertationGoogle Scholar
• Brannen M. Y., Salk J. E., Bird A., Beechler S. When Japanese and other nationals create something new: A comparative study of negotiated work culture in Germany and the U.S.. Japanese Multinationals Abroad: Individual and Organizational Learning (1999) (Oxford University Press, New York) 33–61Google Scholar
• Brown B. T., Rugman A., Verbeke A. Japanese joint ventures with western multinationals: Synthesizing the economic and cultural explanations of failure. Asia Pacific J. Management (1989) 6(2):225–242Crossref, Google Scholar
• Chatman J. A., Bell N. E., Staw B. M., Sims H. P., Gioia D. A.Associates The managed thought: The role of self-justification and impression management in organizational settings. The Thinking Organization: Dynamics of Organizational Social Cognition (1986) (Jossey-Bass, San-Francisco, CA) 191–214Google Scholar
• Doz Y. The evolution of cooperation in strategic alliances: Initial conditions or learning processes. Strategic Management J. (1996) 17(Summer):55–83Google Scholar
• Farh J. L., Tsui A. S., Xin K., Cheng B. S. The influence of relational demography and Guanxi: The Chinese case. Organ. Sci. (1996) 9(4):471–488Link, Google Scholar
• Fine G. A. Small groups and culture creation: The idioculture of little league baseball teams. Amer. Soc. Rev. (1979) 44:733–745Crossref, Google Scholar
• Giddens A.The Constitution of Society (1984) (University of California Press, Berkeley, CA) Google Scholar
• Hall P. A.Governing the Economy: The Politics of State Intervention in Britain and France (1986) (Blackwell (Polity Press), Cambridge, U.K) Google Scholar
• Hamel G., Doz Y., Prahalad C. K. Collaborate with your competitors, and win. Harvard Bus. Rev. (1989) 67:63–76Google Scholar
• Hofstede G.Culture’s Consequences (1980) (Sage, Beverly Hills, CA) Google Scholar
• Hopkins N., Reicher S., Breakwell G. M., Lyons E. The construction of social categories and processes of social change: Arguing about national identities. Changing European identities (1996) (Butterworth-Heinemann, Oxford, U.K) Google Scholar
• d’Iribarne P.La Logique d’Honneur: Gestion des Enterprises et Traditions Nationales (1989) (Seuil, Paris, France) Google Scholar
• Killing J. P.Strategies for Joint Venture Success (1983) (Croom Helm, London, U.K) Google Scholar
• Klein K., Dansereau F., Hall R. Levels issues in theory development, data collection, and analysis. Acad. Management Rev. (1994) 19:195–229Crossref, Google Scholar
• Kogut B., Singh H. The effect of national culture on the choice of entry mode. J. Internat. Bus. Stud. (1988) 19:411–432Crossref, Google Scholar
• Koza M. P., Lewin A. Y. The co-evolution of strategic alliances. Organ. Sci. (1998) 9(3):255–264Link, Google Scholar
• Lane H. W., Beamish P. W. Cross-cultural cooperative behavior in joint ventures in LDCs. Management Internat. Rev. (1990) 30:87–102Google Scholar
• Lecraw D. J. Bargaining power, ownership, and profitability of transnational corporations in developing countries. J. Internat. Bus. Stud. (1984) 15:27–43Crossref, Google Scholar
• Lyles M., Salk J. E. Knowledge acquisition from foreign parents in international joint ventures: An empirical examination in the Hungarian context. J. Internat. Bus. Stud. (1996) 27(5):1–27Crossref, Google Scholar
• Miles M. B., Huberman M. A. Qualitative data analysis. (1989) (Sage Publishing, Beverly Hills, CA) Google Scholar
• Ong A.Spirits of Resistance and Capitalist Discipline: Factory Women in Malaysia (1987) (State University of New York Press, Albany, NY) Google Scholar
• Parkhe A. Interfirm diversity, organizational learning, and longevity in global strategic alliances. J. Internat. Bus. Stud. (1991) 22:579–601Crossref, Google Scholar
• Parkhe A. ‘Messy’ research, methodological predispositions, and theory development in international joint ventures. Acad. Management Rev. (1993) 18:227–268Google Scholar
• Pettigrew A. M. Longitudinal field research on change: Theory and practice. Organ. Sci. (1990) 1:267–292Link, Google Scholar
• Redding S. G. Comparative management theory: Jungle, zoo or fossil bed? Organ. Stud. (1994) 3:323–360Crossref, Google Scholar
• Rousseau D. Issues of level in organizational research: Multilevel and cross-level perspectives. Res. Organ. Behavior (1985) 7:1–37Google Scholar
• Sachdev I., Bourhis R. Y., Abrams D., Hogg M. A. Language and social identification. Social Identity Theory: Constructive and Critical Advances (1990) (Springer-Verlag, New York) 211–229Google Scholar
• Salk J. E. Partners and other strangers: Cultural boundaries and cross-cultural encounters in international joint venture teams. Internat. Stud. Management Organ. (1996) 26(4):48–72Google Scholar
• Salk J. E., Brannen M. Y. National culture, networks and individual influence in a multi-national management team. Acad. Management J. (2000) 43(2):191–202Crossref, Google Scholar
• Sherif M., Sherif C. W.Groups in Harmony and Tension (1953) (Harper and Row, New York) Google Scholar
• Simonin B. L. The importance of collaborative know-how: An empirical test of the learning organization. Acad. Management J. (1997) 40:1150–1174Crossref, Google Scholar
• Smircich L. Concepts of culture and organizational analysis. Admin. Sci. Quart. (1983) 28:339–358Crossref, Google Scholar
• Tajfel H.Differentiation between Social Groups (1978) (Academic Press, London, U.K) Google Scholar
• Tajfel H.Social Identity and Intergroup Relations (1982) (Cambridge University Press, New York) Google Scholar
• Turner J. C.Rediscovering the Social Group: A Self-Categorization Theory (1987) (Blackwell, Oxford, U.K) Google Scholar
• Van de Ven A. H. Suggestions for studying strategy process: A research note. Strategic Management J. (1992) 13:169–188Crossref, Google Scholar
• Walmsley J.Handbook of International Joint Ventures (1982) (Graham and Trotman, London, U.K) Google Scholar
• Weick K. E. Enacted sensemaking in crisis situations. J. Management Stud. (1988) 25(4):305–317Crossref, Google Scholar
• Yan A., Gray B. Bargaining power, management control, and performance in United States-China joint ventures: A comparative case study. Acad. Management J. (1994) 37(6):1478–1517Crossref, Google Scholar
• Yin R. K.Case Study Research Design and Methods (1989, 1994) (Sage, Beverly Hills, CA) Google Scholar
• Zavalloni M., Breakwell G. M., Lyons E. Ascribed identities and the social identity space: An ego/ecological analysis. Changing European Identities (1996) (Butterworth-Heinemann, Oxford, U.K) Google Scholar
• Zucker L. L., Powell W. W., DiMaggio P. J. The role of institutionalization in cultural persistence. The New Institutionalism in Organizational Analysis (1991) (University of Chicago Press, Chicago, IL) Google Scholar