A relationship-orientated approach to explaining international joint venture performance in China
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NO FULL TEXT AVAILABLE. Access is restricted indefinitely. ----- International Joint Venture (IJV) performance m China has been the focus of numerous publications in recent years but questions remain regarding the reasons for their success and failure. This thesis explores the contribution of business relationships to explanations of IJV performance outcomes. The emphasis of previous IJV performance literature, from a relational perspective, has been on the contribution of partners, not customer or other external government or competitor relationships. In addition, there is a limited amount of systematic research which details specific relational factors that are associated with IJV performance. This research addresses this gap through the development of a conceptual IJV performance framework which incorporates, as major drivers, both partner and customer relationship dynamics. Other external relationships as well as environmental variables and ongoing management concerns are also integrated into the framework to determine their relative contribution to IJV performance. Propositions are established which consider how China-specific factors influence IJV performance within the context of the framework. The methodology used to test the value of the framework includes a case based qualitative and survey based quantitative analysis of the determinants of Chinese IJV performance. Analysis results demonstrate the usefulness of the framework in identifying factors which are likely to have a major impact on IJV performance. Common IJV partner and customer relational parameters which contribute to IJV performance are identified, as are differences in relational roles and functional exchange value. China-specific factors are also shown to influence IJV performance from a strategic and operational management, economic development and external relationship building perspective.
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