A relationship-orientated approach to explaining international joint venture performance in China
- Publication Type:
- Thesis
- Issue Date:
- 2007
Closed Access
Filename | Description | Size | |||
---|---|---|---|---|---|
01Front.pdf | contents and abstract | 1.12 MB | |||
02Whole.pdf | thesis | 63.12 MB |
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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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