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Cooperative StrategyManaging Alliances, Networks, and Joint Ventures$
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John Child, David Faulkner, and Stephen Tallman

Print publication date: 2005

Print ISBN-13: 9780199266241

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780199266241.001.0001

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Culture

Culture

Chapter:
(p.328) 15 Culture
Source:
Cooperative Strategy
Author(s):

John Child

David Faulkner

Stephen B. Tallman

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199266241.003.0015

Although culture is found to be manifest in social behaviour, the environment created by humans, and various artifacts, the concept itself is intangible. Culture, in several ways, may be able to affect the implementation of cooperative strategies. Culture is therefore capable of creating barriers to how organizations form collaborations while simultaneously being able to offer a valuable resource for an alliance through its embodied knowledge. This chapter attempts to clarify the notion of culture and explains how it becomes a significant element in composing cooperative strategy. It also analyses the possible consequences that culture may bring about, the policy options that are available for managing cultural diversity in alliances, as well as how culture fit may be obtained.

Keywords:   social behaviour, culture, environment, artifacts, culture fit, cultural diversity

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