International strategic alliances and cultural diversity : German companies getting involved in Iran, India and China / Daniela Heidtmann.

"GPM ; Deutsche Gesellschaft für Projektmanagement e. V."

Includes bibliographical references.

International strategic alliances and cultural diversity -- German companies getting involved in Iran, India and China -- Preamble -- Editor -- Author -- Table of Contents -- List of Abbreviations -- List of Figures -- List of Tables -- 1. Introduction -- 1.1. Background -- 1.2. Social risks in strategic alliances -- 2. Strategic alliances as an option for internationalization -- 2.1. Definition of strategic alliance -- 2.2. Types of strategic alliances -- 2.3. Motivations for strategic alliances -- 2.4. Possible difficulties during a strategic alliance

2.5. Critical success factors2.6. Finding the right partner -- 2.7. A short summary -- 3. Special forms of international strategic alliances -- 3.1. International joint venture -- 3.1.1. Comparison to fully-owned foreign subsidiaries -- 3.1.2. Contractual design of international joint ventures -- 3.2. Licensing of know-how -- 3.2.1. Benefits and drawbacks of the license business -- 3.2.2. Contractual design of licensing of know-how -- 3.3. A short summary -- 4. Cultural diversity -- 4.1. Definition of culture -- 4.2. Elements of culture

4.2.1. Cultural universals4.2.2. Cultural specifics -- 4.3. Cultural dimensions -- 4.4. Hofstede�s research on culture -- 4.4.1. The five cultural dimensions of Hofstede�s survey -- 4.4.2. Research results of Hofstede�s study -- 4.5. Trompenaars� & Hampden-Turner�s research on cultural dilemmas -- 4.5.1. The seven cultural dilemmas -- 4.5.2. Research results of Trompenaars & Hampden-Turner -- 4.6. The GLOBE research program by House -- 4.6.1. The nine cultural dimensions of GLOBE -- 4.6.2. Research results of GLOBE

4.7. Critical analysis of the presented researches 4.8. Comparison of the presented research results -- 4.9. A short summary -- 5. Country-specific cultural values -- 5.1. Germany and its national culture -- 5.1.1. The Federal Republic of Germany and its economy -- 5.1.2. Cultural norms and values in Germany -- 5.2. Iran and its national culture -- 5.2.1. The Islamic Republic of Iran and its economy -- 5.2.2. Cultural norms and values in Iran -- 5.3. India and its national culture -- 5.3.1. The Republic of India and its economy

5.3.2. Cultural norms and values in India 5.4. China and its national culture -- 5.4.1. The People�s Republic of China and its economy -- 5.4.2. Cultural norms and values in China -- 5.5. Comparison of the presented cultural norms and values -- 5.6. A short summary -- 6. Strategic alliances and cultural diversity -- 6.1. German-Iranian strategic alliances -- 6.1.1. Siemens AG in the Islamic Republic of Iran -- 6.1.2. Critical evaluation -- 6.2. German-Indian strategic alliances -- 6.2.1. Siemens AG in the Republic of India -- 6.2.2. Critical evaluation

Hauptbeschreibung Business is increasingly affected by the impacts of globalization. The technological progress, as well as monetary systems have made prices comparable beyond borders. If German companies want to withstand the global competition, they have to develop sustainable internationalization strategies. Since the risks of entering into a strategic alliance are comparatively low in contrast to other internationalization options, this topic has gained in importance. But a sound preparation is inevitable in order to succeed. While technological and economical risks of alliances.

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