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首页> 外文期刊>International marketing review >Emergence of a third culture: shared leadership in international strategic alliances
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Emergence of a third culture: shared leadership in international strategic alliances

机译：第三种文化的出现：国际战略联盟的共同领导

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Purpose - Understanding how managers in position of leadership experience culture is essential to avoid instability and poor performance in international strategic alliances. This study tests the proposition that national culture, top management team culture, and manager's personality influence leadership and shapes intercultural fit through the predominant management style in US-Mexican strategic alliances. Design/methodology/approach - Strategic leadership and personality theories constitute the framework for this study. Managers from the US-Mexican strategic alliances which partners hold an equity position were surveyed and provided data to test the hypotheses. Findings - Findings show that American and Mexican managers construct their own social reality with rules and norms bounded primarily by the existing organizational culture in the alliance. Both managers' management styles are similar and converge into a participative "consultative" style emerging as a "third culture" characterized by task innovation and emotional concern as American managers' input and task support and social relationships as Mexican managers' contribution. This study suggests that if adequately balanced, individualism-collectivism is a source of intercultural fit while building shared leadership. Practical implications - Managers of international alliances may reconfigure individual and cultural orientations and styles of alliance partners in the design of management teams to build high levels of social effectiveness. The innovator style of American managers supports the dynamics of change for the alliance to advance while the adaptor style of Mexican managers builds stability, order, and maintains group cohesion and cooperation. Originality/value - Intercultural fit in international strategic alliances is achieved through designing organizational cultures that incorporate partners' cognitive diversity into the relationship.
机译：目的-了解领导层中的管理者如何体验文化对于避免国际战略联盟中的不稳定和业绩不佳至关重要。这项研究检验了命题，即民族文化，高层管理人员团队文化和经理人的性格通过美墨战略联盟中的主导管理风格影响领导力并塑造跨文化契合度。设计/方法论/方法-战略领导力和人格理论构成了本研究的框架。美国-墨西哥战略联盟的管理者（合伙人持股）进行了调查，并提供了数据来检验假设。调查结果-调查结果表明，美国和墨西哥的管理人员以主要受联盟中现有组织文化所约束的规则和规范来构建自己的社会现实。两种经理的管理风格相似，并融合成一种参与式的“咨询”风格，成为一种“第三种文化”，其特征是任务创新和情感关注作为美国经理的投入，任务支持和社会关系作为墨西哥经理的贡献。这项研究表明，如果建立足够的平衡，则个人主义-集体主义是建立共同领导力时跨文化适应的源泉。实际意义-国际联盟的管理者可以在设计管理团队时重新设定联盟伙伴的个人和文化取向以及风格，以建立高水平的社会效益。美国管理者的创新者风格为联盟的发展提供了动力，而墨西哥管理者的衔接者风格则建立了稳定，秩序并保持了团队凝聚力和合作。原创性/价值-通过设计将合作伙伴的认知多样性纳入关系的组织文化，可以实现国际战略联盟的跨文化契合度。

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