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International joint venture (IJV) directors' contribution to board effectiveness: Learning from the literature

Jelena Petrovic (University of Wolverhampton Business School, Wolverhampton, UK)
Andrew Kakabadse (Cranfield School of Management, Cranfield, UK)
Nada K. Kakabadse (Northampton Business School, Northampton, UK)

Management Decision

ISSN: 0025-1747

Article publication date: 1 March 2006

2696

Abstract

Purpose

This paper seeks to provide a comprehensive review of the literature on the governance of international joint ventures (IJVs).

Design/methodology/approach

Through focusing on IJV boards and top teams, examination of the current debate regarding IJV directors' contribution to board performance and effectiveness is undertaken and, in so doing, directions for future research are identified.

Findings

The literature review reveals that little consideration has been given by researchers to the work of the IJV board and the role and contribution of IJV board directors to board effectiveness. Further, it is concluded that current understanding of IJV board functioning and the ways in which directors of IJV boards contribute to board effectiveness remains incomplete.

Originality/value

Apart from highlighting the need for further study into the role and contribution of IJV board directors to board effectiveness, the paper suggests ways in which IJV director contribution and performance could be explored further, and offers current practical implications.

Keywords

Citation

Petrovic, J., Kakabadse, A. and Kakabadse, N.K. (2006), "International joint venture (IJV) directors' contribution to board effectiveness: Learning from the literature", Management Decision, Vol. 44 No. 3, pp. 346-366. https://doi.org/10.1108/00251740610656250

Publisher

:

Emerald Group Publishing Limited

Copyright © 2006, Emerald Group Publishing Limited

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