Document Type : Original Article
Authors
1
Associate professor, Department of Business Management, Faculty of Management and Accounting, Allameh Tabatabee University, Tehran, Iran
2
Full professor, Department of Industrial Management, Faculty of Management and Accounting, Allameh Tabatabee University, Tehran, Iran
3
Ph.D. Student in business Administration, Department of Business Management, Faculty of Management and Accounting, Allameh Tabatabee University, Tehran, Iran
10.22034/jiba.2024.60885.2189
Abstract
Today's business environment increasingly relies on trust-based collaboration in international relations; however, companies fail in business collaborations in a cross-cultural context. In this regard, the present research was conducted with the aim of providing a model of trust-based collaboration in international business, with an analysis of the role of cultural differences. This research was applied in terms of purpose, which was done with a mixed approach (qualitative and quantitative). In qualitative study, semi-structured interviews were conducted with 11 senior managers of Iranian and Chinese automobile companies, and data were analyzed by theme analysis. Qualitative validation was done with participants' verifiability and test-retest reliability. The statistical population in the quantitative part was the experts of commercial unit of Iranian and Chinese automobile companies, 359 people were selected by random stratified method. Data collection tool was a questionnaire, whose validity and reliability were confirmed. The data was evaluated using the structural equation modeling method and Amos software. The results of theme analysis showed that the pattern of trust-based collaboration in international trade includes 159 open codes, 34 subcategories, and 11 main categories. Based on the results of path analysis, the impact of 8 categories of international credit acquisition, cultural competence, organizational factors, managerial factors, international relations, organizational processes, effective targeting and cultural differences on trust-based collaboration was confirmed. Finally, the results showed that 5 dimensions of national values, including subservience, collectivism, uncertainty avoidance, power distance, and extremes of self-restraint, are able to predict trust-based collaboration in both Iranian and Chinese societies.
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