The attention that scientific literature has paid to the research on strategic alliances in the last ten years, has resulted in the identification of several movements. How alliances are formed in terms of favorable conditions is the subject of the first dominant theme. Investigating the alliance results and the impact of alliances on the original partner firms is what the second one deals with, while the third looks into issues relating to alliance dynamics. Some of the findings do not come as a surprise as we learn that a number of strategic alliances are either taken over or abandoned by one of the partners. This has all been possible due to the translations provided by a English to Japanese Translator, who has rendered the Japanese texts that do a thorough investigation on the cross-national alliances and the difficulties they experience. The decisive factors facing an alliance performance and success according to the literature on international strategic alliances can be limited to the following: establishing a trust-based relationship, the importance of governing relations between the alliances in the early realization stages; the development of shared values among culturally differing alliance partners. Frequently put forward as the most widespread reasons for alliance failure and problems, we can point out clashes of cultures, inter-partner variety and language and cultural differences.
Cross-cultural issues become quite weird as strategic alliance management skills, which have been acquired through experience, become a central organizational attribute, with global corporations become more mature. The result will be that only few chosen organizations will be initiated into the elite realm of global leadership if they possess this type of advantage, which is an essential prerequisite for global efficiency and competitiveness. Only if cultural contrasts are managed creatively and efficiently, they will lead to the company performing better through the enhancement of innovation and dynamism. Research on the relative importance of national context and organizational characteristics highlights two opposing perspectives. According to the first, German organizations are culture free and competitive forces turn down differences in a national context. The divergent view argues that organizations that use a Certified German Translator are actually culture bound as national background factors shape up management practice. Cultural affairs are what the emphasis mainly falls on as the research shows that international business is greatly influenced by cultural variables.
One of the most often cited sources of intercultural communication clashes and crashes that arise between company headquarters and local staff in Portuguese business literature, has been the result of extensive research, which has doubled in the last 20 years, in the field of cross-cultural competence and intercultural communication. Intercultural business literature, which has been translated by a Certified Portuguese Translator, puts the emphasis on the differences in discourse conventions and miscommunication usually attributed to cultural variables and attitudes. The focal point does not seem to be the intercultural business communication process or linguistic issues but the cultural attitudes themselves, as a large number of researchers have looked at the cultural variables that affect intercultural business. In outlining an intercultural business communication theoretical framework we should distinguish between intercultural communication and international business communication. In addition, an exceptional phenomenon is what intercultural business communication should be called. What differentiates if from other intercultural communication processes is its aims that include business as a distinct variable. In sum, the extent to which business must be an essential variable of the communication theory should be take into consideration those business practices that form an essential part of the communication process like aims, objectives and strategies.