The influence of culture on decision-making in a strategic alliance. : The case of Kristiansand-based offshore and energy firms in emerging markets. How are these firms influenced by cultural differences in their decision-making with foreign companies?

Abstract

The purpose of this thesis is to study the influence of culture on decision-making in strategic alliances, where the case has been Kristiansand based offshore-firms in emerging markets. This research will try to describe how culture has influenced the process of decision-making in these alliances, and give further knowledge about cultural influence in the field of business strategy. A strategic alliance is present when two (or more) firms cooperate. Thus it must be noted that this study looks at the strategic alliance from the Norwegian point of view, and the Kristiansand-based firms` perception of cultural influence. A qualitative research method has been used, and four Kristiansand-based offshore firms have participated in this research. They are to some extent competitors, but the four firms compiled deliver a wide range of products and services in the offshore and energy industry. This research has studied how culture influences decision-making in strategic alliances, in the above-mentioned industry and geographical area. It illustrates the importance of cultural awareness in strategic alliances, as one of the main influences on the decision-making process is cultural differences among the partners in the alliance. Keywords; culture, cultural influence, cultural differences, strategic alliance, decision-making, decision-making process