How do ownership control position and national culture influence conflict resolution strategies in international joint ventures?

Nguyen, Huu Le; Larimo, Jorma; Ali, Tahir

doi:10.1016/j.ibusrev.2015.09.006

Cited by 22 publications

(21 citation statements)

References 64 publications

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“…Aiming to contribute to control literature in the specific context of IJVs, our study continues the research stream of e.g. Geringer and Hebert (1989), Nguyen et al (2016a), and Puck et al (2016) who have raised the important role of parent control on IJV operations. Our study investigates the role of control strategies including mechanisms, focus, and extent on IJV innovation activity such as incremental innovation and radical innovation.…”

Section: Institutional Distance Between Partners' Home Countriesmentioning

confidence: 91%

“…Recently, Paredes-Frigolett and Pyka (2017), Zach and Hill (2017) and Li et al (2018) have argued that our knowledge of innovation in networks and strategic alliances is still limited. To further extend this important stream of research (Geringer & Hebert, 1989;Lu & Hebert, 2005;Luo, 2007;Larimo & Nguyen, 2015;Shah, 2015;Nguyen et al, 2016a), our study aims to establish the relationship between control strategies and innovation activities and between innovation types and IJV performance. More specifically, this study aims to answer the following research questions: 1) How do parent control strategies influence innovation activities to take place in IJVs?…”

Section: Introductionmentioning

confidence: 99%

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Control, innovation and international joint venture performance: The moderating role of internal and external environments

Nguyen

Larimo

Wang

2019

International Business Review

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Section: Institutional Distance Between Partners' Home Countriesmentioning

confidence: 91%

Section: Introductionmentioning

confidence: 99%

Control, innovation and international joint venture performance: The moderating role of internal and external environments

Nguyen

Larimo

Wang

2019

International Business Review

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“…In their examination of Western and Asian perspectives in resolving disputes, for example, Ndubisi (2011), Nguyen et al (2016) and Sullivan et al (1981) found relational approaches to be more effective than binding arbitrations in building future trust.…”

Section: Conflict Resolutionmentioning

confidence: 99%

Moderating effects of institutional factors on relationship quality: a comparative analysis of the US, Brazil, and China

Barry

Graça

2019

JBIM

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Purpose The purpose of this research is to show how institutional factors affect buyer–supplier relationships. Specifically, the authors examine a model of relationship quality and its antecedents across rule-based, relation-based and family-based governance environments. Design/methodology/approach A conceptual model and accompanying research hypotheses are tested on data from a survey of 169 US (rule-based), 110 Brazilian (family-based) and 100 Chinese (relation-based) managers and buyers. Structural equation modeling is used to test the relationship quality framework and the hypothesized moderation of governance environment. Findings Results suggest that the informal institutions which shape a nation’s governance environment impact the relationship building process between buyers and suppliers. Communication quality was found to influence relationship quality more in developed economies where relationships are protected and managed under rule-based governance. Interaction frequency was found to be more relevant in emerging market firms characterized by relation-based societies. relationship benefits are applied more to relationships in emerging markets operating under family-based governance. No differences were found across governance environments for the influence that conflict resolution has on relationship quality. Practical implications Results provide insight into how the fairness and effectiveness of political and economic institutions surrounding a buyer’s nation of operation impact “rules of the game” differently for developed and emerging market firms. Originality/value This study extends research on cross-cultural relationship marketing to more than just communications context and cultural heritage. Results demonstrate that a buyer’s quest for legitimacy impacts its sensitivity to what supplier behaviors matter the most.

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“…Spolaore and Wacziarg (2011) studied cultural differences based on genetic distance and found that cultural differences between countries hinder technological spread worldwide. Cultural distance also influences the entry mode of foreign investments (Huu et al, 2016). In addition, cultural differences can constrain economic interaction and limit knowledge spillovers among regions at the different levels of entities, enterprises, industries, and regions (Caragliu & Nijkamp, 2016).…”

Section: Introductionmentioning

confidence: 99%

Cultural barriers, institutional distance, and spatial spillovers: Evidence from regional industrial evolution in China

Qiliang

Xian-zhuang

2021

Growth and Change

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This study empirically explores the formation of interregional cultural barriers that affect spatial spillovers within the framework of institutional distance based on evidence of regional industrial evolution in China. With dialect as the proxy of culture, this study finds that, first, regional cultural differences will hinder the spatial spillovers of industrial evolution, but the formation of cultural barriers is not only related to culture itself but also closely related to the formal institutional distance between regions. Second, when there is inter‐regional formal institutional distance, formal institutions are insufficient to shape the economic order, and cultural factors with the attributes of informal institutions will become an alternative arrangement to regulate inter‐regional interaction through trust and information mechanisms. The construction of mutual trust based on cultural affinity can reduce the uncertainty of inter‐regional interactions. However, this trust mechanism is regulated by formal institutions and will be significantly weakened with the reduction in formal institutional distance. In addition, information diffusion is easier in regions of cultural homogeneity. However, this information mechanism is often confined to a small social network, and it tends to be weaker as economic society becomes increasingly open and complex.

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How do ownership control position and national culture influence conflict resolution strategies in international joint ventures?

Cited by 22 publications

References 64 publications

Control, innovation and international joint venture performance: The moderating role of internal and external environments

Control, innovation and international joint venture performance: The moderating role of internal and external environments

Moderating effects of institutional factors on relationship quality: a comparative analysis of the US, Brazil, and China

Cultural barriers, institutional distance, and spatial spillovers: Evidence from regional industrial evolution in China

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