Portrait of an Odd-Eyed Cat: Cultural Crossing as a Trademark for a Dutch-Thai Strategic Alliance
Nantawan Noi Kwanjai & Friso den Hertog
#2008-043
This chapter attempts a step forward in seeking a richer understanding
of the dynamics of strategic alliances, specifically when viewed from a
cross-cultural perspective. We report selected materials from a study
designed to build a theory of culture and learning in organizations
based on observations of and open-ended interviews with Dutch and Thai
employees working for four selected Dutch firms in Thailand. Here we
present one of those cases, a Dutch-Thai joint venture that thrived by
weaving together the many intricate cultural webs to achieve a unique
pattern of partnership which, metaphorically speaking, became its
indispensible trademark. The case illustrates how the three levels of
culture – national, organizational, and professional cultures – could
all interlace in a real world setting and serve as an instrumental force
of success amidst tension in one particular cross-border strategic
alliance.
First, we adopt a thick descriptive style of case narration to present
the case of a Dutch- Thai joint venture, Chuchawal-De Weger
Internationaal (CDW), painting a portrait of its origin, evolution and
characteristics. Next, we turn to elaborate on the particular issue of
cultural crossing, its exact theorized properties, dimensions and
implications. Finally, we relate the case of CDW to the proposed theory
and conclude with a reflection on how this case and our interpretation
of it illuminate the complex role culture can play in the dynamics of
strategic alliances.
Key words: cross-cultural management, culture, qualitative case study,
strategic alliance, thick-description,
JEL codes: F23, L24, M16, Z13
UNU-MERIT Working Papers
ISSN 1871-9872
