Skip to main content
Log in

Practice Standardization in Cross-Border Activities of Multinational Corporations: A Resource Dependence Perspective

  • Research Article
  • Published:
Management International Review Aims and scope Submit manuscript

Abstract

This study examines the relationship between power dependence and practice standardization in the context of cross-border alliances. Existing studies have typically assumed that standardization or adaptation is a unilateral decision made by multinational corporations (MNCs) but ignored the influence of the relative power of multinational and local partners under conditions of government influence. Drawing on resource dependence theory (RDT), we argue that the power imbalance between multinational and local firms may shape the standardization of practices in their established alliances. The results, based on a sample of 243 Fortune 500 US companies, indicate that when the level of government influence is high, the positive effect of MNCs’ resource importance on practice standardization diminishes and the negative effect of local firms’ alternative resources becomes stronger. These findings suggest that RDT has important implications for understanding standardization versus adaptation in cross-border alliances.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Fig. 1

Similar content being viewed by others

References

  • Alden, D. L., Steenkamp, J.-B. E. M., & Batra, R. (1999). Brand positioning through advertising in Asia, North America and Europe: the role of global consumer culture. Journal of Marketing, 63(1), 75–87.

    Article  Google Scholar 

  • Armstrong, J. S., & Overton, T. S. (1977). Estimating nonresponse bias in mail surveys. Journal of Marketing Research, 14(3), 396–402.

    Article  Google Scholar 

  • Bacharach, S. B., & Lawler, E. J. (1980). Power and politics in organizations. San Francisco: Jossey-Bass.

    Google Scholar 

  • Bae, J., & Gargiulo, M. (2004). Partner substitutability, alliance network structure, and firm profitability in the telecommunications industry. Academy of Management Journal, 47(6), 843–859.

    Article  Google Scholar 

  • Balabanis, G., & Diamantopoulos, A. (2004). Domestic country bias, country-of-origin effects, and consumer ethnocentrism: a multinational unfolding approach. Journal of the Academy of Marketing Science, 32(1), 85–95.

    Article  Google Scholar 

  • Barringer, B. R., & Harrison, J. S. (2000). Walking a tightrope, creating value through interorganizational relationships. Journal of Management, 26(3), 367–403.

    Article  Google Scholar 

  • Bartlett, C. A., & Ghoshal, S. (1989). Managing across borders: the transnational solution. Cambridge: Harvard Business School Press.

    Google Scholar 

  • Beamish, W. P., & Lupton, N. C. (2009). Managing joint ventures. Academy of Management Perspectives, 23(2), 75–94.

    Article  Google Scholar 

  • Birnbaum, P. (1985). Political strategies of regulated organizations as functions of context and fear. Strategic Management Journal, 6(2), 135–150.

    Article  Google Scholar 

  • Birnik, A., & Bowman, C. (2007). Marketing mix standardization in multinational corporations: a review of the evidence. International Journal of Management Reviews, 9(4), 303–324.

    Article  Google Scholar 

  • Bjorkman, I., & Lu, Y. (2001). Institutionalization and bargaining power explanations of HRM practices in international joint ventures: the case of Chinese-Western joint ventures. Organization Studies, 22(3), 491–512.

    Article  Google Scholar 

  • Blau, P. (1964). Exchange and power in social life. New York: Wiley.

    Google Scholar 

  • Blodgett, L. L. (1992). Factors in the instability of international joint ventures: an event history analysis. Strategic Management Journal, 13(6), 475–481.

    Article  Google Scholar 

  • Blumentritt, T., & Nigh, D. (2002). The integration of subsidiary political activities in multinational corporations. Journal of International Business Studies, 33(1), 57–77.

    Article  Google Scholar 

  • Blumentritt, T., & Rehbein, K. (2008). The political capital of foreign subsidiaries an exploratory model. Business and Society, 47(2), 242–263.

    Article  Google Scholar 

  • Boddewyn, J. J., & Brewer, T. L. (1994). International business political behavior, new theoretical directions. Academy of Management Review, 19(1), 119–143.

    Google Scholar 

  • Brouthers, K. D., & Bamossy, G. J. (1997). The role of key stakeholders in international joint venture negotiations: case studies from Eastern Europe. Journal of International Business Studies, 28(2), 285–308.

    Article  Google Scholar 

  • Casciaro, T., & Piskorski, M. J. (2005). Power imbalance, mutual dependence, and constraint absorption: a closer look at resource dependence theory. Administrative Science Quarterly, 50(2), 167–199.

    Google Scholar 

  • Cavusgil, S. T., Zou, S., & Naidu, G. M. (1993). Product and promotion adaptation in export ventures: an empirical investigation. Journal of International Business, 24(3), 479–506.

    Article  Google Scholar 

  • Chang, S.-J., van Witteloostuijn, A., & Eden, L. (2010). Common method variance in international business research. Journal of International Business Studies, 41(2), 178–184.

    Article  Google Scholar 

  • Chen, D., Paik, Y., & Park, S. H. (2010). Host-country policies and MNE management control in IJVs: evidence from China. Journal of International Business Studies, 41(3), 526–537.

    Article  Google Scholar 

  • Child, J., & Faulkner, D. (1998). Strategies of cooperation, managing alliances, networks, and joint ventures. New York: Oxford University Press.

    Google Scholar 

  • Christmann, P. (2004). Multinational companies and the natural environment, determinants of global environmental policy standardization. Academy of Management Journal, 47(5), 747–760.

    Article  Google Scholar 

  • Cook, K. (1977). Exchange and power in networks of interorganizational relations. The Sociological Quarterly, 18(1), 62–82.

    Article  Google Scholar 

  • Das, T. K., & Teng, B. S. (2002). The dynamics of alliance conditions in the alliance development process. Journal of Management Studies, 39(5), 725–746.

    Article  Google Scholar 

  • Delios, A., & Beamish, P. W. (1999). Ownership strategy of Japanese firms, transactional, institutional and experience influences. Strategic Management Journal, 20(10), 915–933.

    Article  Google Scholar 

  • Delmas, M. A., & Toffel, M. W. (2008). Organizational responses to environmental demands, opening the black box. Strategic Management Journal, 29(10), 1027–1055.

    Article  Google Scholar 

  • Dow, D. (2006). Adaptation and performance in foreign markets, evidence of systematic under-adaptation. Journal of International Business Studies, 37(2), 212–226.

    Article  Google Scholar 

  • Dunning, J. H. (1993). Multinational enterprises and the global economy. Wokingham: Addison-Wesley.

    Google Scholar 

  • Elg, U. (2000). Firms’ home-market relationships: their role when selecting international alliance partners. Journal of International Business Studies, 31(1), 169–177.

    Article  Google Scholar 

  • Emerson, R. M. (1962). Power-dependence relations. American Sociological Review, 27(1), 31–41.

    Article  Google Scholar 

  • Fagre, N., & Wells, L. T. (1982). Bargaining power of multinationals and host governments. Journal of International Business Studies, 13(2), 9–23.

    Article  Google Scholar 

  • Frooman, J. (1999). Stakeholder influence strategies. Academy of Management Review, 24(2), 191–205.

    Google Scholar 

  • Goerzen, A., & Beamish, P. W. (2003). Geographic scope and multinational enterprise performance. Strategic Management Journal, 24(2), 1289–1306.

    Article  Google Scholar 

  • Gomes-Casseres, B. (1990). Firm ownership preferences and host government restrictions: an integrated approach. Journal of International Business Studies, 21(1), 1–22.

    Article  Google Scholar 

  • Gopinath, C., & Prasad, A. (2012). Toward a critical framework for understanding MNE operations: revisiting Coca-Cola’s exit from India. Organization, 20(2), 212–232.

    Article  Google Scholar 

  • Greene, W. H. (2003). Econometric analysis (5th ed.). Upper Saddle River: Pearson/Prentice Hall.

    Google Scholar 

  • Gulati, R. (1995). Does familiarity breed trust: the implication of repeated ties for contractual choice in alliances. Academy of Management Journal, 38(1), 85–112.

    Article  Google Scholar 

  • Gulati, R., & Sytch, M. (2007). Dependence asymmetry and joint dependence in interorganizational relationships: effects of embeddedness on a manufacturer’s performance in procurement relationships. Administrative Science Quarterly, 52(1), 32–69.

    Google Scholar 

  • Gupta, A., & Govindarajan, V. (2001). Converting global presence into global competitive advantage. Academy of Management Executive, 15(2), 45–56.

    Article  Google Scholar 

  • Hamel, G. (1991). Competition for competence and inter-partner learning within international strategic alliances. Strategic Management Journal, 12(1), 83–103.

    Article  Google Scholar 

  • Henisz, W. J., & Zelner, B. A. (2005). Legitimacy, interest group pressures, and change in emergent institutions: the case of foreign investors and host country governments. Academy of Management Review, 30(2), 361–382.

    Article  Google Scholar 

  • Hill, C. W. L., Hwang, P., & Kim, C. (1990). An eclectic theory of the choice of international entry mode. Strategic Management Journal, 11(2), 117–128.

    Article  Google Scholar 

  • Hillman, A. J., Withers, M. C., & Collins, B. J. (2009). Resource dependence theory: a review. Journal of Management, 35(6), 1404–1427.

    Article  Google Scholar 

  • Hultman, M., Robson, M., & Katsikeas, C. (2009). Export product strategy fit and performance: an empirical investigation. Journal of International Marketing, 17(4), 1–23.

    Article  Google Scholar 

  • Inkpen, A. C., & Beamish, P. W. (1997). Knowledge, bargaining power, and the instability of international joint ventures. Academy of Management Review, 22(1), 177–202.

    Google Scholar 

  • Jacobs, D. (1974). Dependency and vulnerability: an exchange approach to the control of organizations. Administrative Science Quarterly, 19(1), 45–59.

    Article  Google Scholar 

  • Jain, S. C. (1989). Standardization of international marketing strategy: some research hypotheses. Journal of Marketing, 53(1), 70–79.

    Article  Google Scholar 

  • Jamali, D. (2010). The CSR of MNC subsidiaries in developing countries: global, local, substantive or diluted. Journal of Business Ethics, 93(2), 181–200.

    Article  Google Scholar 

  • Jensen, R., & Szulanski, G. (2004). Stickiness and the adaptation of organizational practices in cross-border knowledge transfers. Journal of International Business Studies, 35(6), 508–523.

    Article  Google Scholar 

  • Karabay, B. (2010). Foreign direct investment and host country policies: a rationale for using ownership restrictions. Journal of Development Economics, 93(2), 218–225.

    Article  Google Scholar 

  • Katsikeas, C. S., Samiee, S., & Theodosiou, M. (2006). Strategy fit and performance consequences of international marketing standardization. Strategic Management Journal, 27(9), 867–890.

    Article  Google Scholar 

  • Kaufmann, D., Kraay, A., & Mastruzzi, M. (2010). The worldwide governance indicators: methodology and analytical issues. The World Bank, Working Paper.

  • Kogut, B., & Zander, U. (1993). Knowledge of the firm and the evolutionary theory of the multinational corporation. Journal of International Business Studies, 24(4), 625–645.

    Article  Google Scholar 

  • Kostova, T. (1999). Transnational transfer of strategic organizational practices: a contextual perspective. Academy of Management Review, 24(2), 308–324.

    Google Scholar 

  • Kostova, T., & Roth, K. (2002). Adoption of an organizational practice by subsidiaries of multinational corporations. Institutional and relational effects. Academy of Management Journal, 45(1), 215–233.

    Article  Google Scholar 

  • Koza, M. P., & Lewin, A. Y. (1998). The co-evolution of strategic alliances. Organization Science, 9(3), 255–264.

    Article  Google Scholar 

  • Krueger, D. A., & Ding, B. (2009). Ethical analysis and challenges of two international firms in China. Journal of Business Ethics, 89(2), 167–182.

    Article  Google Scholar 

  • Levitt, T. (1983). The globalization of markets. Harvard Business Review, 61(3), 92–102.

    Google Scholar 

  • March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71–87.

    Article  Google Scholar 

  • Melewar, T. C., & Saunders, J. (1999). International corporate visual identity: standardization of localization. Journal of International Business Studies, 30(3), 583–598.

    Article  Google Scholar 

  • Merrilees, B., Getz, D., & O’Brien, D. (2005). Marketing stakeholder analysis: branding the Brisbane Goodwill Games. European Journal of Marketing, 39(9/10), 1060–1077.

    Article  Google Scholar 

  • Meznar, M., & Nigh, D. (1995). Buffer or bridge: environmental and organizational determinants of public affairs activities in American firms. Academy of Management Journal, 38(4), 975–996.

    Article  Google Scholar 

  • Moon, C., & Lado, A. (2000). MNE-host government bargaining power relationship: a critique and extension within the resource-based view. Journal of Management, 26(1), 85–117.

    Article  Google Scholar 

  • Neter, J., Wasserman, W., & Kutner, M. H. (1985). Applied linear statistical models, regression, analysis of variance, and experimental designs. Homewood: Irwin Press.

    Google Scholar 

  • Nienhüser, W. (2008). Resource dependence theory: how well does it explain behavior of organizations. Management Revue, 19(1/2), 9–32.

    Google Scholar 

  • North, D. C. (1990). Institutions, institutional change, and economic performance. Cambridge: Cambridge University Press.

    Book  Google Scholar 

  • O’Reilly, C. A., Chatman, J. A., & Caldwell, D. F. (1991). People and organizational culture: a profile comparison approach to assessing person-organization fit. Academy of Management Journal, 34(3), 487–516.

    Article  Google Scholar 

  • Oliver, C. (1991). Strategic responses to institutional processes. Academy of Management Review, 16(1), 145–179.

    Google Scholar 

  • Ozsomer, A., Bodur, M., & Cavusgil, S. T. (1991). Marketing standardization by multinationals in an emerging market. European Journal of Marketing, 25(12), 50–64.

    Article  Google Scholar 

  • Peng, M. W. (2003). Institutional transitions and strategic choices. Academy of Management Review, 28(2), 275–296.

    Google Scholar 

  • Pfeffer, J. (1972). Interorganizational influence and managerial attitudes. Academy of Management Journal, 15(3), 317–330.

    Article  Google Scholar 

  • Pfeffer, J., & Leong, A. (1977). Resource allocations in united funds, examination of power and dependence. Social Forces, 55(3), 775–790.

    Article  Google Scholar 

  • Pfeffer, J., & Nowak, P. (1976). Joint ventures and interorganizational interdependence. Administrative Science Quarterly, 21(3), 398–418.

    Article  Google Scholar 

  • Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: a critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903.

    Article  Google Scholar 

  • Porter, M. E. (1980). Competitive strategy, techniques for analyzing industries and competitors. New York: The Free Press.

    Google Scholar 

  • Provan, K. G., & Gassenheimer, J. B. (1994). Supplier commitment in relational contract exchanges with buyers: a study of interorganizational dependence and exercised power. Journal of Management Studies, 31(1), 55–68.

    Article  Google Scholar 

  • Roth, M. S. (1995). Effects of global market conditions on brand image customization and brand performance. Journal of Advertising, 24(4), 55–75.

    Article  Google Scholar 

  • Roy, J. P., & Oliver, C. (2009). International joint venture partner selection: the role of the host country legal environment. Journal of International Business Studies, 40(5), 779–801.

    Article  Google Scholar 

  • Rugman, A. M., Oh, C. H., & Lim, D. S. K. (2012). The regional and global competitiveness of multinational firms. Journal of the Academy of Marketing Science, 40(2), 218–235.

    Article  Google Scholar 

  • Pfeffer J., & Salancik, G. (1978/2003). The external control of organizations. New York: Harper & Row.

  • Samiee, S., & Roth, K. (1992). The influence of global marketing standardization on performance. Journal of Marketing, 56(2), 1–17.

    Article  Google Scholar 

  • Schmid, S., & Kotulla, T. (2011). 50 years of research on international standardization and adaptation: from a systematic literature analysis to a theoretical framework. International Business Review, 20(5), 491–507.

    Article  Google Scholar 

  • Schwab, K., & Lorange, P. (1994). Global competitiveness report. Geneva: World Economic Forum.

    Google Scholar 

  • Shenkar, O. (2012). Cultural distance revisited: towards a more rigorous conceptualization and measurement of cultural differences. Journal of International Business Studies, 43(1), 1–11.

    Article  Google Scholar 

  • Shoham, A. (1996). Marketing-mix standardization, determinants of export performance. Journal of Global Marketing, 10(2), 53–73.

    Article  Google Scholar 

  • Shoham, A., Makovec, B. M., Virant, V., & Ruvio, A. (2008). International standardization of channel management and its behavioral and performance outcomes. Journal of International Marketing, 16(2), 120–151.

    Article  Google Scholar 

  • Sinha, U. B. (2001). International joint venture, licensing and buy-out under asymmetric information. Journal of Development Economics, 66(1), 127–151.

    Article  Google Scholar 

  • Solleiro, J. L., & Castanon, R. (2005). Competitiveness and innovation systems: the challenges for Mexico’s insertion in the global context. Technovation, 25(9), 1059–1070.

    Article  Google Scholar 

  • Steensma, H. K., & Lyles, M. A. (2000). Explaining IJV survival in a transitional economy through social exchange and knowledge-based perspectives. Strategic Management Journal, 12(8), 831–851.

    Article  Google Scholar 

  • Szymanski, D. M., Bharadwaj, S. G., & Varadarajan, P. R. (1993). Standardization versus adaptation of international marketing strategy: an empirical investigation. Journal of Marketing, 57(4), 1–17.

    Article  Google Scholar 

  • Tempel, A., & Walgenbach, P. (2007). Global standardization of organizational forms and management practices: what new institutionalism and the business-systems approach can learn from each other. Journal of Management Studies, 44(1), 1–24.

    Article  Google Scholar 

  • Theodosiou, M., & Leonidou, C. L. (2003). Standardization versus adaptation of international marketing strategy: an integrative assessment of the empirical research. International Business Review, 13(2), 141–171.

    Article  Google Scholar 

  • Thompson, J. D. (1967). Organizations in action. New York: McGraw-Hill.

    Google Scholar 

  • Tse, D. K., Pan, Y. G., & Au, K. Y. (1997). How MNCs choose entry modes and form alliances: the China experience. Journal of International Business Studies, 28(4), 779–805.

    Article  Google Scholar 

  • Vachani, S. (1995). Enhancing the obsolescing bargain theory: a longitudinal study of foreign ownership of US and European multinationals. Journal of International Business Studies, 26(1), 159–180.

    Article  Google Scholar 

  • Williamson, O. E. (1983). Credible commitments, using hostages to support exchange. American Economic Review, 73(4), 519–540.

    Google Scholar 

  • Xia, J. (2011). Mutual dependence, partner substitutability, and repeated partnership: the survival of cross-border alliances. Strategic Management Journal, 32(3), 229–253.

    Article  Google Scholar 

  • Xia, J., & Li, S. (2013). The divestiture of acquired subunits: a resource dependence approach. Strategic Management Journal, 34(1), 131–148.

    Article  Google Scholar 

  • Yan, A., & Gray, B. (1994). Bargaining power, management control, and performance in United States-China joint ventures: a comparative case study. Academy of Management Journal, 37(6), 1478–1517.

    Article  Google Scholar 

Download references

Acknowledgments

We appreciates the support from National Natural Science Foundation of China (Project Number: 71332007) and Research Project of Ministry of Education of China (Project Number: 13JZD017).

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Marshall S. Jiang.

Appendix

Appendix

Appendix 1 Location and number of alliances

Argentina

2

Jordan

9

Austria

9

Korea

7

Australia

11

Malaysia

1

Belgium

7

Mexico

10

Brazil

7

Netherlands

3

Canada

3

New Zealand

1

Chile

3

Peru

2

China

7

Philippines

1

Columbia

5

Portugal

6

Czech

3

Puerto Rico

1

Finland

1

Russia

2

France

9

Singapore

5

Germany

11

South Africa

3

Greece

2

Spain

3

Hungary

4

Switzerland

1

India

8

Taiwan

3

Indonesia

4

Thailand

1

Israel

2

Turkey

3

Italy

8

UK

9

Japan

60

Venezuela

6

Rights and permissions

Reprints and permissions

About this article

Check for updates. Verify currency and authenticity via CrossMark

Cite this article

Jun, X., Jiang, M.S., Li, S. et al. Practice Standardization in Cross-Border Activities of Multinational Corporations: A Resource Dependence Perspective. Manag Int Rev 54, 707–734 (2014). https://doi.org/10.1007/s11575-014-0218-3

Download citation

  • Received:

  • Revised:

  • Accepted:

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s11575-014-0218-3

Keywords

Navigation