Social capital in Japanese‐Western alliances: understanding cultural effects

Social capital in Japanese‐Western alliances: understanding cultural effects Purpose – The purpose of this paper is to explain the culture‐driven role and effects of social capital in Japanese‐Western alliances. The authors move beyond narrow conceptualizations of relationship bonding (i.e. positive socio‐psychological aspects such as trust and commitment) to explore the broader role of social capital (e.g. in destructive act recovery processes) in such alliances. Design/methodology/approach – The conceptual paper adopts a theory development approach. Findings – The authors advance a process model and propositions that explain the way social capital networks and processes influence relationship‐based contracting and performance outcomes in alliances with the Japanese. Research limitations/implications – The study assists international marketers in their efforts to overcome cultural barriers to success in Japanese‐Western alliance relationships. Practical implications – It can be argued that erosion of Japanese business culture potentially clouds the picture for implementing governance through social capital. The study furnishes managers with an understanding of how to take the cultural context of the partnership into account to build appropriate and productive social capital with Japanese partners. Originality/value – The study is novel in addressing the issue of how to implement relational bonding mechanisms in complex cultural situations. As a result of cultural erosion, different types of Japanese partner, eroded versus traditional, may require different alliance screening and management strategies. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Marketing Review Emerald Publishing

Social capital in Japanese‐Western alliances: understanding cultural effects

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Publisher
Emerald Publishing
Copyright
Copyright © 2012 Emerald Group Publishing Limited. All rights reserved.
ISSN
0265-1335
DOI
10.1108/02651331211201525
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to explain the culture‐driven role and effects of social capital in Japanese‐Western alliances. The authors move beyond narrow conceptualizations of relationship bonding (i.e. positive socio‐psychological aspects such as trust and commitment) to explore the broader role of social capital (e.g. in destructive act recovery processes) in such alliances. Design/methodology/approach – The conceptual paper adopts a theory development approach. Findings – The authors advance a process model and propositions that explain the way social capital networks and processes influence relationship‐based contracting and performance outcomes in alliances with the Japanese. Research limitations/implications – The study assists international marketers in their efforts to overcome cultural barriers to success in Japanese‐Western alliance relationships. Practical implications – It can be argued that erosion of Japanese business culture potentially clouds the picture for implementing governance through social capital. The study furnishes managers with an understanding of how to take the cultural context of the partnership into account to build appropriate and productive social capital with Japanese partners. Originality/value – The study is novel in addressing the issue of how to implement relational bonding mechanisms in complex cultural situations. As a result of cultural erosion, different types of Japanese partner, eroded versus traditional, may require different alliance screening and management strategies.

Journal

International Marketing ReviewEmerald Publishing

Published: Feb 17, 2012

Keywords: Japan; National cultures; Social capital; International business; Partnership; Strategic alliances; Destructive acts

References

  • On importer trust and commitment: a comparative study of two developing countries
    Bianchi, C.; Saleh, A.
  • Success through commitment and trust: the soft side of strategic management
    Cullen, J.B.; Johnson, J.L.; Sakano, T.
  • Learning from competing partners: outcomes and durations of scale and link alliances in Europe, North America and Asia
    Dussauge, P.; Garrette, B.; Mitchell, W.
  • The role of commitment in foreign‐Japanese relationships: mediating performance for foreign sellers in Japan
    Lohtia, R.; Bello, D.C.; Yamada, T.; Gilliland, D.I.
  • Understanding trust in international alliances
    Parkhe, A.
  • Building trust in international alliances
    Parkhe, A.
  • Relational exchange in US‐Japanese marketing strategic alliances
    Voss, K.E.; Johnson, J.L.; Cullen, J.B.; Sakano, T.; Takenouchi, H.

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