Organizational culture and performance in Spanish-Moroccan strategic alliances

Abstract

Strategic alliances have been used by companies to expand its business to emerging economies, specifically to countries with Arabic culture. Organizational culture is an issue that affects the management of the alliance and their performance, particularly affects the member satisfaction. These issues have been widely discussed in the doctrine in large companies, but not in SMEs and even less in the field of business relations between developed and emerging countries. Therefore, the purpose of this study was to characterize the organizational culture that rules on Spanish-Moroccan SME’s strategic alliances and analyze the impact that the choice of a particular organizational culture has on the whole partner’s satisfaction. The results indicated that the greater involvement of staff and the more centralized decision making, the more satisfied the partners are in these strategic alliances.