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eBook details

• Title: Do Partners' Differences Affect International Joint Venture Control and Performance?
• Author : Journal of International Business Research
• Release Date : January 01, 2009
• Genre: Economics,Books,Business & Personal Finance,
• Pages : * pages
• Size : 303 KB

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INTRODUCTION International joint ventures (IJVs) are formed between firms with different organizational and cultural characteristics (Duan, 2007). Problems occur in IJVs due to the difficulties in managing them caused by the presence of two or more partners (Inkpen & Beamish, 1997). In particular, conflicts between partners are caused by the differences between partners such as the incompatible management styles and approaches, and cultures (Killing, 1983). Differences between partners often increase the risk of misunderstanding and cooperation failures (Child & Yan, 2003). Thus, IJVs are notoriously difficult to control (Yan & Child, 2004). While previous research has not provided evidence directly explaining how parent firms make control structure choices (Groot & Merchan, 2000), it has suggested some possible determinant factors (Geringer & Hebert, 1989; Blodgett, 1991a; Werner, 2002) such as culture (Hennart & Larimo, 1998), and their motives (Calantone & Zhao, 2001). Chang and Taylor (1999), who studied the control exercised by 107 American and Japanese Multinationals (MNCs) over their subsidiaries in Korea, found that national culture was one of the key influence on the choice of control mechanisms. Child et al. (2005: 224) maintain that foreign parent firms' cultures may well be expressed in the modes of their control in IJVs However, previous research on the effect of cultural preference on management control is decidedly mixed (Chalos & O'Connor, 1998). Several researchers found no significant relationship between national culture and management controls (Chow, Shields, & Chan, 1991; Frucot & Shearon, 1991; Chow, Kato, & Shields, 1994; Merchant, Chow, & Wu, 1995). In contrast, other researchers proposed that there were significant interactions between national cultural dimensions and management controls (Harrison, 1993; Harrison, McKinnon, Panchapakesan & Leung, 1994; Lau, Low, & Eggleton, 1995; O'Connor, 1995). This is something of a puzzle and it has been suggested that, further research is needed to investigate the effects of cultural differences on IJVs (Pothukuchi et al., 2002).

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