This study examines measures of performance for a sample of UK international alliances. The paper builds on previous studies in comparing objective and subjective measures of performance and examining the influence of national culture on performance evaluation, but it goes beyond them by examining in detail the ways in which measures of performance are affected by differences in perception arising from the parent companies. Corporate culture is also included with national culture as a key determinant in the evaluation of performance. The paper also reports on new work on the differences in subjective performance evaluation between organizational modes of alliances and develops this in the context of alliance termination, and perceptions of differences in national culture and corporate culture.
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