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Perceived cultural congruence's influence on employed communication strategies and resultant performance: a transitional economy international joint venture illustration

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  • Zeybek, Ali Yavuz
  • O'Brien, Matthew
  • Griffith, David A.

Abstract

Employing effective communication strategies is critical for international joint ventures (IJVs) operating in economies in transition. Theory suggests perceived cultural congruence enhances the effectiveness of communication in international relationships. The influence of perceived national culture congruence on the communication strategies (frequency, modality, direction and content) employed by an IJV partner and its influence on self-reported IJV performance is examined within a sample of Kazahkstan-foreign IJVs. Findings indicate the more culturally congruent a firm perceives its IJV partner to be, its communications employed become less frequent and more influential in terms of content. Further, results indicate that the more frequent and more formalized communication strategies employed by an IJV partner, the greater IJV partner's self-reported IJV performance. Implications and directions for future research are addressed.

Suggested Citation

  • Zeybek, Ali Yavuz & O'Brien, Matthew & Griffith, David A., 2003. "Perceived cultural congruence's influence on employed communication strategies and resultant performance: a transitional economy international joint venture illustration," International Business Review, Elsevier, vol. 12(4), pages 499-521, August.
    • Handle: RePEc:eee:iburev:v:12:y:2003:i:4:p:499-521
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    2. Hanvanich, Sangphet & Richards, Malika & Miller, Stewart R. & Cavusgil, S. Tamer, 2005. "Technology and the effects of cultural differences and task relatedness: A study of shareholder value creation in domestic and international joint ventures," International Business Review, Elsevier, vol. 14(4), pages 397-414, August.
    3. Yong Suhk Pak & Jong Min Lee, 2023. "Organizational learning platforms for knowledge creation in international joint ventures: the mediating role of formal and informal communication," Asian Business & Management, Palgrave Macmillan, vol. 22(5), pages 2135-2163, November.
    4. Huang, Yu-Ting & Rundle-Thiele, Sharyn, 2014. "The moderating effect of cultural congruence on the internal marketing practice and employee satisfaction relationship: An empirical examination of Australian and Taiwanese born tourism employees," Tourism Management, Elsevier, vol. 42(C), pages 196-206.
    5. Serafini, Giovanni O. & Szamosi, Leslie T., 2015. "Five star hotels of a Multinational Enterprise in countries of the transitional periphery: A case study in human resources management," International Business Review, Elsevier, vol. 24(6), pages 972-983.
    6. Maria Adenfelt & Katarina Lagerström, 2008. "The development and sharing of knowledge by Centres of Excellence and transnational teams: A conceptual framework," Management International Review, Springer, vol. 48(3), pages 319-338, May.
    7. Marius G. Gehrisch & Stefan Süß, 2023. "Organizational behavior in international strategic alliances and the relation to performance – a literature review and avenues for future research," Management Review Quarterly, Springer, vol. 73(3), pages 1045-1107, September.

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