Cultural differences in an interorganizational network: Shared public relations firms among Japanese and American companies

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Abstract

This article investigates the impact of national culture on interorganizational relationships among the organizations. Thirty-five companies which have stock offerings in U.S (17 Japanese and 18 American) were matched by their business types. The interorganizational network was defined as the number of shared public relations firms among the companies. A network analysis revealed that the network of shared public relations firms was loosely connected and American companies were more central. The companies were generally clustered into two groups, one composed of the Japanese companies and another of the American companies. However, the results also showed that some companies that had the same business type were more tightly clustered than others within the group. These results indicated that the network structure of shared public relations firms was influenced by the differences in national cultures as well as the companies' business types.

Original languageEnglish
Pages (from-to)327-341
Number of pages15
JournalPublic Relations Review
Volume23
Issue number4
DOIs
StatePublished - 1997

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