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. The subject of the first dominant theme is what conditions are necessary in the formation of alliances. 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. Concurrently, the difficulties that are experienced by cross-national alliances are discussed by a wide body of Japanese literature, which also includes a lot of findings, most of which are translated by a Certified Japanese Translator. They describe how soon after their foundation, a large number of strategic alliances are either taken over the partners or are simply deserted. Alliance performance and success according to the literature on international strategic alliances depend on the following decisive factors they are faced with: the development of shared values among culturally differing alliance partners, establishing a trust-based relationship and the importance of governing relations between the alliances in the early realization stages. Inter-partner variety, clashes of cultures and language differences are frequently put forward as the most widespread reasons for alliance problems and failure.
As global corporations come of age, cross-cultural issues become quite baffling as strategic alliance management skills, acquired through experience, become a central organizational attribute. Being an essential prerequisite for global effectiveness and competitiveness, this type of advantage will result in the initiation of a small number of companies into the realm of international business. The management of cultural contrasts only if it be efficient and creative will lead to dynamism and innovation through the enhancement of company effectiveness. The relative significance of organizational characteristics and national context highlights two contrasting aspects, according to the research carried out. In a national context competitive forces turn down any differences, as according to the first, German organizations are culture free. It is clear that since national background factors shape up management practice, those organizations that use a German to English Translator are in fact culture bond, argues the contrasting view. Cultural affairs are what the emphasis mainly falls on as the research shows that international business is greatly influenced by cultural variables.
Studies in intercultural competence and cross-cultural communication have increased in the last 20 years and in Portugal business literature, national differences are often referred to as the source of intercultural communication clashes and crashes arising between headquarters and local staff. Cultural attitudes and variables have been the main reasons for miscommunication and differences in discourse conventions that have been emphasized by the intercultural business literature translated by a Certified Portuguese Translator. The cultural attitudes themselves seem to be the main focal point, not the linguistic issues or the intercultural business communication process, shows the research carried out by a number of prominent scholars on how intercultural business is affected by cultural variables. In outlining an intercultural business communication theoretical framework we should distinguish between intercultural communication and international business communication. Furthermore, what differentiates intercultural business communication from other intercultural communication processes is the fact that because it is an exceptional phenomenon, business as a distinctive variable is only one of its aims. Finally, business must be an essential variable of the communication theory to the extent that intercultural business communication includes business strategies, aims, objectives and practices that form an essential part of the communication process.