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This paper aims to investigate the effect of the nature of ownership and board characteristics on the investment choices in joint ventures (JVs) from the dimensional point of view, controlling for the effect of JV type and other components of intellectual capital.

The authors study a sample of Italian, Spanish, German and French nonfinancial listed firms over the 2010–2018 period, controlling for the fixed effects of the company's sector of operation and the year. The authors also analyze the effect of family control and influence on JV investment size, taking into consideration certain board characteristics, the type of JV, human capital efficiency, structural capital efficiency and capital employed efficiency while also controlling for a firm's profitability and size. To test the hypotheses, GLS panel data was used.

The results indicate that the size of the investment in JVs is smaller for family firms than for nonfamily businesses. The presence of CEO duality has an opposing effect on the size of the investment in joint ventures as it has a lowering effect in family businesses while it exerts an amplifier influence in nonfamily businesses. Moreover, the type of joint venture has a significant effect for family firms: the choice of a link joint venture reduces the size of the investment. The authors find that human capital efficiency increases JV investment size for all firms.

This study is the first to analyze the effect of the main dimension of socioemotional wealth – family control and influence – on a firm's JV investment size. It controls for the effect of JV type – link or scale – and the interplay of the other IC components.

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.

Investigates the impact of national culture on organisational learning in a global context, as well as implications for international management development. Studies on organisations generally accept the existence of two “cultures” within an organisation – the “systems” culture and the “organisational” culture. National culture too has a significant, yet often underestimated, impact on organisational learning in international joint ventures. Motivated by national culture, stakeholders strive continuously to create sufficient shared meaning and management practices to make a joint venture viable. Using examples drawn from an Australian/Malaysian collaboration, explores the ways in which organisational learning and management behaviour are shaped by the often intangible influence of national culture. Offers a model to suggest means by which managers on both sides of a joint venture can improve understanding of the impact of national culture through critical inquiry and reflection. Also suggests that while cultural ways of knowing sometimes collide rather than converge, internal organisational processes can have a positive impact on the operations of a joint venture.

This study aims to explore the performance measurement of Sino‐Japanese joint ventures (JVs) by linking the relationship among subjective and objective methods, measure approaches, perspectives of parent firms and IJV general managers, and the impact of national culture. Using a sample of 76 Sino‐Japanese JVs, the findings are as follows: (1) foreign parents and JV general managers evaluate JV performance using four approaches (i.e., economic, strategic, behavioral, and learningV; (2) There are significant correlations among the four approaches; (3)Learning approach is found significantly different between the Japanese parent firms and JV general managers; (4) National culture has influence on JV performance.

In this chapter I will elaborate on Professor Jean-François Hennart’s impressive career in honour of him receiving the 2012 Booz & Co./Strategy+Business Eminent Scholar in International Management award. I will first present a sevenfold typology of his publications, classifying them into (1) conceptual studies on why multinational enterprises (MNEs) exist and use specific entry modes, (2) industry-focused case studies, (3) statistical studies of foreign entries, (4) review studies of entry mode choice, (5) country-level studies of international business activity, (6) conceptual studies scrutinizing multinationality-performance research, and (7) studies of emerging-market MNEs. I will then point out some of his qualities that in my view have contributed to his scholarly success. I will also describe the main academic and practical contributions of his work, and finish with a short conclusion.

The aim of this paper is to review theories on the kinship‐based collaboration for Asian multinational enterprises (MNEs). Although cooperation issues have reached the top of the Asian MNE agenda, comprehensive empirical and theoretical studies in these areas have remained patchy. Motivated expressly by the sparseness of theory development, this study seeks to establish and examine the model of kinship‐based alliance for MNEs. Drawing on kinship‐based theory, this paper contends that cross‐border collaboration within the same region is increasingly important in driving MNEs from emerging economies to internationalisation.

This study attempts to focus on kinship‐based collaborations from emerging economies to internationalization in the context of high‐tech industries by reviewing relevant studies and presents research propositions.

The study proposes that the model of kinship‐based alliance can be affected by these factors: economic (partner contributions in term of scale‐link theories), geographic, cultural and social (which are broadly defined as kinship‐based factors) factors. Therefore, the model of kinship‐based alliance can be characterized as an evolutionary struggle between these factors to develop a form of cross‐border cooperation.

The model of kinship based alliance enriches the theoretical field of internationalisation strategies for MNEs from developing economies, and this model also provides knowledge of collaboration behaviour for managers of high‐tech firms to create appropriate synergy for each party of an alliance.

This paper focuses on searching for the conditions of cooperation in collaborative technology innovation including the Government and private enterprises. After assuming the collaborative project of code division multiple access (CDMA) as one of the collective actions, attempts to analyze the case of CDMA technology development process by applying the theoretical propositions derived from two approaches, collective action andprisoner dilemma. Identifies government’s roles and strategies as a third party who guarantees the realistic conditions for cooperation to induce the success of joint ventures which inherently have the potential risk of cooperation collapse caused by the opportunistic or free‐riding behaviors of private collaborators as self‐interest seekers. Finally, suggests therealistic conditions for cooperation, government’s roles, and policy tools for the future collaborative R&D.

We provide a comprehensive synthesis and extension of the real option (RO) literature on joint ventures (JVs), contributing in three main areas. First, we examine major alternative theoretical perspectives on JVs – learning, bargaining, transaction cost and agency theory – to elaborate how they complement or contradict RO predictions. Second, we compare arguments and variables used to explain different JV stages – initial RO explicitness and equity shares, JV stability, and performance consequences – and highlight research opportunities. Third, we discuss and extend research about behavioral aspects of making RO (JV) investments. Overall, we offer new predictions and suggestions for a better integration within the RO literature, and between RO and related literatures on JVs.

Purpose – This study focuses on the relationship between local governments and public sector joint ventures (JVs). Public sector JVs are separate administrative entities that undertake public service activities on behalf of local governments. The aim of this study is to examine the vertical management control packages that are used by local governments to control the relationship with their public sector JVs.

Design/methodology/approach – Two case studies have been conducted in two public sector JVs, owned jointly by more than 20 local governments. The analysis of the two cases is informed by an integrated conceptual framework describing how transactional and relational factors influence control, trust, and risk in the context of public sector JVs.

Findings – The case studies provide a nuanced understanding of the interplay between the vertical management control packages, trust between the parents and the public sector JVs, and risks as perceived by the local governments. The case findings not only reveal how local governments struggle with adequate outcome control but also highlight how and why they rely on behavioral control. A related finding is that while the probability of poor business performance does not have a significant impact on the design of the vertical control packages, the social impact of failure has the potential to create a sense of urgency with regard to changes in the design of vertical management control packages.

Originality/value – This study adds to the literature on interorganizational relationships by providing insight into the use of vertical management control packages in the specific, but relevant, setting of public sector JVs.

This study aims to investigate and compare the relationships of affective commitment, loyalty to supervisor and guanxi among Chinese workers in joint ventures (JVs) and state-owned enterprises (SOEs).

In the proposed model, job security is considered as an antecedent of affective commitment, and subordinate–supervisor guanxi is viewed as an antecedent of loyalty to supervisor. The model further suggests that affective commitment will affect employees’ turnover intention and organisational citizenship behaviour (OCB) and that loyalty to supervisor will affect employees’ OCB. A data set consisting of 255 employees in three JVs and 253 employees in three SOEs in China is used to test the hypotheses empirically.

The LISREL results support the hypotheses and show the major differences of employees’ attitudes and behaviour in JVs and SOEs today.

This study shows the differences of effects of commitment on OCB in JVs and SOEs and also clarifies the mixed and inconsistent findings of the effects of affective commitment and commitment to supervisor on OCB in the previous literature.

Given that the effects of affective commitment and loyalty to supervisor on OCB are different in JVs and SOEs, different policies should be adopted to enhance the OCB in these two types of organisations.

The research results show the major differences of employees’ attitudes and behaviour in JVs and SOEs today. The comparison of the results has implications to the extant literature.