A model of cultural differences and international alliance performanceDavid G. Sirmon, Peter J. Lane2004-07-01articleJournal of International Business Studies353 citationsclosedNo readable copy stored yet — this record is metadata only.Global and Cross-Cultural ManagementInternational Business and FDIInnovation and Knowledge ManagementAbstractNo abstract was published for this record.Citations in this libraryStored only when both papers are in the corpus — 353 citations exist upstream.References1994Situated Learning: Legitimate Peripheral Participation.1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields1963The Structure of Scientific Revolutions1991Situated Learning2004The iron cage revisited institutional isomorphism and collective rationality in organizational fields1981Culture's Consequences: International Differences in Work-Related Values1993Cultures and Organizations: Software of the Mind.1967The Social Construction of Reality: A Treatise in the Sociology of Knowledge.Cited by2010Resource Orchestration to Create Competitive Advantage2007Boundaries of the Firm: Insights From International Entry Mode Research2011The Interrelationships Among Informal Institutions, Formal Institutions, and Inward Foreign Direct Investment2009The impact on innovation performance of different sources of knowledge: Evidence from the UK Community Innovation Survey2014Towards a more balanced treatment of culture in international business studies: The need for positive cross-cultural scholarship2011Influence of government R&D support and inter-firm collaborations on innovation in Korean biotechnology SMEs2018International franchising: A literature review and research agenda2006Corporate Social Responsibility and Socially Responsible Investing: A Global Perspective