Over the last two decades the world economy has dramatically transformed, with strategic alliances and partnerships across industrial and global boundaries becoming an important means to maintaining and regaining competitive positioning. In spite of an increase in partnership activity, alliances continue to face problems fuelled by factors such as partner opportunism, and cultural incompatibility. This paper highlights the emergence of opportunism in alliances arising from cross-sectoral partners’ differences in cultural values and norms. The literature indicates that cultural differences are important factors for understanding the behaviour of managers across sectors
