Attitudes Toward Cooperative Strategies: A Cross-Cultural Analysis of Entrepreneurs
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des
Toward
Cooperative
Cross-Cultural Analysis
A
of
Strategies: Entrepreneurs H. KevinSteensma*
UNIVERSITY OF WASHINGTON
LouisMarino** THE UNIVERSITY OF ALABAMA
K. MarkWeaver*** THE UNIVERSITY OF ALABAMA
Because entrepreneursmature within a societal context, their attitudes towardcooperationarelikelyto be influenced by the underlyingvaluesof their society. Usinga seven-nationsample, wefind that entrepreneursfromfeminine, collective, and uncertaintyavoiding societies have a grfeaterappreciationfor the strategicimportance
Small entrepreneurialfirmsareplaying an increasingly vital role in today's business environment. These independent startups and the entrepreneurs that lead them are responsible for much of the growth and innovation in our global economy. Indeed, the success of
of cooperative strategies than their counterparts.Moreover,entrepreneurs from feminine societies place greater emphasis on partnercommonalityin terms of objectivesand values to ensure cooperative success, whereas thosefromindividualisticsocietiesemphasize contractualsafeguards.
entrepreneurial firms is critical for the prosperity of the economies in which they operate. However, a general constraint that many of these small entrepreneurial firms face is a relatively restricted resource base as comparedto what is avail-
*H. Kevin Steensma is an assistant professor of management at the University of Washington. He received his Ph.D. from Indiana University. His research focuses on international strategic alliances and technology strategy. Marino is an assistant professor of management at the University of Alabama. He received his Ph.D. from Indiana University. His research interests include entrepreneurship, strategic alliances, and business-government relationships.
**Louis
***K. Mark Weaver is a professor of management and the director of the Small Business Institute at the University of Alabama. His current research interests include international comparative studies of alliance and international trade development. The authors acknowledge the assistance of the Asia Foundation, Les Davies, Claes Hultman, Charel Kanellopoulis, Diane Wingham, and Brian Gibson in the data collection, as well as the editor and three anonymous reviewers for their helpful comments and guidance. JOURNAL OF INTERNATIONALBUSINESS STUDIES, 31, 4 (FOURTH QUARTER 2000):
591-609
591
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ATTITUDESTOWARD COOPERATIVESTRATEGIES
able to larger,more established competitors (Jarillo,1989). One means for these entrepreneurial firms to overcome this constraint is by cooperating with either other entrepreneurial firms or possibly with larger, established, resource-rich firms. Research has shown that a significantly greater percentage of entrepreneurial firms are using cooperative strategies than are their larger counterparts (Suarez-Villa, 1998). Cooperative strategies entail structured cooperative agreements b
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