Organizational culture and partner interaction in the management of international joint ventures in India
Organizational culture and partner interaction in the management of international joint ventures in India
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印度国际合资企业管理中的组织文化和合作伙伴互动
DOI：
10.1007/s10490-010-9204-x
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发表时间：
2012
影响因子：
5.4
通讯作者：
Vijay Pothukuchi
中科院分区：
文献类型：
--
作者：
F. Damanpour;C. Devece;Chao;Vijay Pothukuchi
不同于以往研究侧重于合资企业伙伴关系过程的形成阶段，本研究侧重于合资企业伙伴关系形成后阶段，认为沟通、合作和冲突解决等伙伴互动过程在合资企业的实施和管理中起着关键作用。我们考察了组织文化差异(OCD)和整合文化适应策略(IAS)如何通过伙伴互动过程影响国际合资企业(IJV)的绩效。我们提出了假设，并通过对印度合资企业202名高管的调查数据对其进行了检验。结果表明，交互作用完全中介了强迫症的负面效应，但部分中介了国际会计准则对合作伙伴对合资企业绩效满意度的正向影响。我们讨论了这些发现对合资企业形成后管理的研究和实践的启示。
Different from previous research that focused on the formation phase of partnering processes in joint ventures, this study focuses on the post-formation phase and argues that partner interaction processes of communication, cooperation, and conflict resolution play a key role in the implementation and management of joint ventures. We examine how organizational culture differences (OCD) and integration acculturation strategy (IAS) affect international joint venture (IJV) performance through the mediation of partner interaction processes. We develop hypotheses and test them by survey data from 202 executives of IJVs in India. The results suggest that the interaction processes fully mediate the negative effect of OCD but partially mediate the positive effect of IAS on partners’ satisfaction with the joint venture performance. We discuss the implication of these findings for research and practice on post-formation management of IJVs.