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The cultural context of learning in international joint ventures

Shimin Liu (The Business School, University of Glamorgan, UK)
Russ Vince (The Business School, University of Glamorgan, UK)

Journal of Management Development

ISSN: 0262-1711

Article publication date: 1 November 1999

3981

Abstract

Currently, learning in international joint ventures between developing and developed countries tends to be viewed as a one‐way process, with Western partners assuming superiority in both technology and management. Learning is often dominated by the rational drive to achieve organisational effectiveness without sufficient attention to cultural differences, which has created problems of mutual understanding. In this paper we examine learning processes in Chinese‐Western joint ventures as well as the cultural context where learning is taking place. We argue that improved management of joint ventures lies in the process of collective learning of joint venture partners. To achieve this, it is important for partners from diverse cultures and socio‐economic backgrounds to understand the different modes of managing and organising. We illustrate this with examples from our study of Chinese‐Western joint ventures.

Keywords

Citation

Liu, S. and Vince, R. (1999), "The cultural context of learning in international joint ventures", Journal of Management Development, Vol. 18 No. 8, pp. 666-675. https://doi.org/10.1108/02621719910293765

Publisher

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MCB UP Ltd

Copyright © 1999, MCB UP Limited

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