Management control in international joint ventures as self organising systems

Djajadikerta, GH

Management control in international joint ventures as self organising systems

Djajadikerta, GH

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Publication Type:: Thesis
Issue Date:: 2002

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Field	Value	Language
dc.contributor.author	Djajadikerta, GH
dc.date.accessioned	2009-12-23T05:20:23Z
dc.date.accessioned	2012-12-15T03:53:09Z
dc.date.available	2009-12-23T05:20:23Z
dc.date.available	2012-12-15T03:53:09Z
dc.date.issued	2002
dc.identifier.uri	http://hdl.handle.net/10453/20274
dc.description	University of Technology, Sydney. Faculty of Business.	en
dc.description.abstract	The need for more dynamic views on international joint ventures' control research has recently become a growing concern. Changes in the complexity of relationships between organisations and their environments have led to an increase in control problems and to a need to investigate a suitable framework of management control. The concept of self-organising systems that has emerged with the science of complexity produces some useful and interesting new ways to examine the behaviour of complex systems. Therefore, extending the recent development in self-organising systems into international joint ventures' control research is an opportunity to explore new insights into the development of joint ventures. This study takes an integrative approach by focusing on the integration of management control and self-organising properties of international joint ventures. The purpose of this study is to investigate the roles of management control systems in affecting international joint ventures' performance, from the perspective of alliance complexity constraints. A model of management control in international joint ventures as self-organising systems, representing a complexity-control-outcomes framework, is developed and tested empirically using the partial least square (FLS) approach, a distinctive structural equation modeling (SEM) based technique. The primary results of this study show that formal control mechanisms and control extent have significant direct effects on management automony and the international joint ventures' performance. Management autonomy as an intervening endogenous construct has a significant direct effect on the international joint ventures performance. Significant direct effects of organisational complexity on the formal control mechanisms and control extent are found, and a significant indirect effect of organisational complexity on the management autonomy is found. The overall results suggest a sound link between the complexity-control framework with the control-outcome framework, and the achievement of fit between these two frameworks is important for superior international joint ventures' performance.	en
dc.format	Thesis (PhD)	en
dc.language.iso	en	en
dc.relation	https://opus.lib.uts.edu.au/bitstream/10453/20274/10/02whole.pdf
dc.relation.replaces	http://hdl.handle.net/2100/976
dc.rights	The author owns the copyright in this thesis including all reproduction and reuse rights for the work. The work may not be altered without the permission of the copyright owner. Attribution is essential when quoting or paraphrasing from this thesis.
dc.rights	info:eu-repo/semantics/openAccess
dc.rights	au.edu.uts.lib/ppc
dc.subject	Self-organizing systems.	en
dc.subject	Joint ventures Management.	en
dc.subject	International business enterprises.	en
dc.title	Management control in international joint ventures as self organising systems	en
dc.type	Thesis
utslib.copyright.status	open_access

Abstract:

The need for more dynamic views on international joint ventures' control research has recently become a growing concern. Changes in the complexity of relationships between organisations and their environments have led to an increase in control problems and to a need to investigate a suitable framework of management control. The concept of self-organising systems that has emerged with the science of complexity produces some useful and interesting new ways to examine the behaviour of complex systems. Therefore, extending the recent development in self-organising systems into international joint ventures' control research is an opportunity to explore new insights into the development of joint ventures. This study takes an integrative approach by focusing on the integration of management control and self-organising properties of international joint ventures. The purpose of this study is to investigate the roles of management control systems in affecting international joint ventures' performance, from the perspective of alliance complexity constraints. A model of management control in international joint ventures as self-organising systems, representing a complexity-control-outcomes framework, is developed and tested empirically using the partial least square (FLS) approach, a distinctive structural equation modeling (SEM) based technique. The primary results of this study show that formal control mechanisms and control extent have significant direct effects on management automony and the international joint ventures' performance. Management autonomy as an intervening endogenous construct has a significant direct effect on the international joint ventures performance. Significant direct effects of organisational complexity on the formal control mechanisms and control extent are found, and a significant indirect effect of organisational complexity on the management autonomy is found. The overall results suggest a sound link between the complexity-control framework with the control-outcome framework, and the achievement of fit between these two frameworks is important for superior international joint ventures' performance.

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http://hdl.handle.net/10453/20274