Abstract
Many parts of the world are experiencing a surge in nationalism. However, little is known about how nationalism affects firms’ strategic decisions. To demonstrate the relevance and importance of this phenomenon, we focus on how the level of nationalism in a firm’s home country affects its cross-border collaborative strategies. Specifically, we theorize that the level of nationalism in a firm’s home country affects its governance choices when entering into such collaborations. In addition, we hypothesize that this effect is influenced by how similar the home countries of the collaborative partners are in terms of culture, language, and religion. Using data from over 10,000 cross-border non-equity alliances and equity joint ventures, we find support for these predictions. It is our hope that these findings will stimulate more research in the field of management that will shed light on how, when, and why nationalism matters in understanding firm-level and inter-organizational activities.
Published Version
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