International joint ventures in Russia: Cultures' influences on alliance success

This paper investigates the influence of organizational culture on the strategic success of International Joint Ventures (IJVs) in Russia and the importance of cultural ‘fit’ of alliance partners within this transition economy. Difficult-to-access and rare data is gathered from a sample of IJVs manager in Russia in a strategy-as-practice approach. Questionnaires and in-depth interviews reveal different clusters of values and practices amongst managers and, contrary to previous research, the study suggests that within a transition economy values are not universally applied but influenced by tradition. Adopted organizational culture is also found to be dependent on the dominant IJV stake holding with culture influencing perceived IJV strategic performance. An element of congruency is identified between tradition and openness to change values.