CULTURE FACTORS AND INTERFIRM TIES IN GLOBAL SECTORS. EMPIRICAL PERSPECTIVE

Abstract

I explore the relationship in partnering strategy [exploration – based on weak ties vs. exploitation – based on strong ties], national culture and and firms’ organizational model in the context of global ICT Industry. In the highly uncertain global environment, partnering is the one of the most effective ways to access a broad set of knowledge and resources. In such an environment, an exploration strategy [based on the multiplicity of weak ties] is more effective than an exploration strategy [based on strong ties]. Using a sample of 30 firms and 10,247 ties I found that national culture that enhances the organizational model also impacts firms’ partnering strategy. Exploration strategy is most characteristic for firms from certain emerging economies [e.g., Indian and Chinese firms] as well as some mature economies [e.g., the US, Sweden, Norway, Canada, and the UK]. Exploration strategy is typical for firms from countries such as France, Spain, and Japan as well as Poland. The results support the importance of institutions in international strategic management and entrepreneurship.Alianse; sieci; powiązania międzyfirmowe; współpraca; konkurowanie; globalna strategia; zarządzanie międzykulturowe; kultury narodowe; instytucje; portfolio aliansów; exploracja; eksploatacja; strategia; zarządzanie strategiczne; rynki rozwijające się; globalne firmy; ICT; branża teleinformatyczna; przedsiębiorczość międzynarodowa; firmy high-tech; wysokie technologie; strategia biznesu; globalny rozwój