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Strategic, Organizational, and Cultural Fit: Effects on Performance in China‐US Joint Ventures

Bruce A. Heiman (San Francisco State University)
Weining Li (South China University of Technology)
George Chan (University of San Francisco)
Salvador D. Aceves (University of San Francisco)

Journal of Asia Business Studies

ISSN: 1558-7894

Article publication date: 1 May 2008

Abstract

We explore the effects of three categories of fit on US‐China joint‐venture performance using four performance measures. Many studies prescribe strong fit across multiple categories as necessary for high performance, but little rigorous analysis supports this. Three important threads of existing “fit” research resonate in the literature: strategic, cultural and organizational fit. We analyze an original survey dataset of over 80 US‐China JVs, and test for effects of fit‐categories using two measures for each thread. Additionally, multiple control factors give a compelling look at a complete model of fit’s effects on JV performance. Objective congruence (strategic fit) among JV partner‐firms, impacts two performance‐measures. Efficacy of managerial communications (cultural fit) also matters, as does harmony regarding hiring decisions (organizational fit). Our findings are a step forward empirically, and partly resolve persistent questions about partner‐fit in JVs and performance.

Keywords

Citation

Heiman, B.A., Li, W., Chan, G. and Aceves, S.D. (2008), "Strategic, Organizational, and Cultural Fit: Effects on Performance in China‐US Joint Ventures", Journal of Asia Business Studies, Vol. 2 No. 2, pp. 32-51. https://doi.org/10.1108/15587890880000410

Publisher

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Emerald Group Publishing Limited

Copyright © 2008, Emerald Group Publishing Limited