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Culture as a driving force for interfirm adaptation: A Chinese case
Institute of International Business (IIB), Stockholm School of Economics, Stockholm, Sweden.
2001 (English)In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 30, no 1, 51-63 p.Article in journal (Refereed) Published
Abstract [en]

The concept of interfirm adaptation is a critical component in the IMP (industrial marketing and purchasing) paradigm. The existing wisdom points to the “five metaphors” (investment, decision making, political process, learning, and evolution) as the cognitive map for understanding the mechanisms of interfirm adaptations. This article, however, reveals that culture can be a significant force driving interfirm adaptations. An empirical case of a Chinese shipyard negotiating large shipbuilding projects with Scandinavian ship owner and classification society is used to illustrate the role that culture plays in interfirm adaptations. The article concludes by suggesting adding a new metaphor—the culture metaphor—to the list of the metaphors to better understand the workings of interfirm adaptation in business relationships.

Place, publisher, year, edition, pages
2001. Vol. 30, no 1, 51-63 p.
National Category
Business Administration
Research subject
Business Administration
URN: urn:nbn:se:su:diva-56393DOI: 10.1016/S0019-8501(99)00088-7OAI: diva2:410929
Available from: 2011-04-15 Created: 2011-04-15 Last updated: 2015-09-22Bibliographically approved

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