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The Journal of Applied Behavioral Science
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Appreciative Inquiry in Building a Transcultural Strategic Alliance

The Case of a Biotech Alliance Between a U.S. Multinational and an Indian Family Business

Monty G. Miller

International Performance Solutions, Ltd.

Stephen P. Fitzgerald

Touro University International

Kenneth L. Murrell

University of West Florida

Joanne Preston

Joanne C. Preston & Associates

Rajendra Ambekar

Monsanto Singapore CO (Pte) Ltd.

Building relationships and developing understanding, trust, and collaboration in transcultural strategic alliances involve enormous challenges that have been well documented. Organization development (OD) technologies, including appreciative inquiry (AI), are uniquely suited to deal effectively with these challenges. Thus, two alliancebuilding OD interventions were implemented to develop relational capital in a U.S.-India biotechnology alliance. Substantive cultural differences existed between the alliance partners at formation, and the ways in which those differences influenced the design and implementation of the two interventions are discussed. Overall, AI as modified was found to support building relational capital. Six years later, the alliance continues to thrive; however, many of the same issues that hampered the effectiveness of collaboration and building of trust in the alliance still exist. Recommendations are offered for modifying the design of AI and other OD interventions to provide ongoing support for building successful transcultural alliances.

Key Words: appreciative inquiry • strategic alliance • relational capital • cultural • collaboration

The Journal of Applied Behavioral Science, Vol. 41, No. 1, 91-110 (2005)
DOI: 10.1177/0021886304273060
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[Abstract] [PDF]