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Managing For Autonomy In Joint Ventures: A Longitudinal Study Of Upward Influence

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  • Marjorie A. Lyles
  • Rhonda K. Reger

Abstract

This article explores the relationships among influence, autonomy and control in a joint venture setting. It addresses the mechanisms available to joint venture (JV) managers to influence and gain compliance from parent firms. Control categories derived primarily from research on unified structures are explored in a new domain, an international joint venture. the beginning of new theory specific to relationships in joint ventures is developed based on causal maps of managerial perceptions. the results suggest that the use of upward influence to gain autonomy in a joint venture is different and more complex than in unified structures or among independent organizations.

Suggested Citation

  • Marjorie A. Lyles & Rhonda K. Reger, 1993. "Managing For Autonomy In Joint Ventures: A Longitudinal Study Of Upward Influence," Journal of Management Studies, Wiley Blackwell, vol. 30(3), pages 383-404, May.
    • Handle: RePEc:bla:jomstd:v:30:y:1993:i:3:p:383-404
    DOI: 10.1111/j.1467-6486.1993.tb00310.x
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    Citations

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    Cited by:

    1. Luo, Yadong, 2009. "From gain-sharing to gain-generation: The quest for distributive justice in international joint ventures," Journal of International Management, Elsevier, vol. 15(4), pages 343-356, December.
    2. López-Navarro, Miguel Á. & Camisón-Zornoza, César, 2003. "The effect of group composition and autonomy on the performance of joint ventures (JVs): an analysis based on Spanish export JVs," International Business Review, Elsevier, vol. 12(1), pages 17-39, February.
    3. Yan, Yanni & Chong, Chan Yan & Mak, Simon, 2010. "An exploration of managerial discretion and its impact on firm performance: Task autonomy, contractual control, and compensation," International Business Review, Elsevier, vol. 19(6), pages 521-530, December.
    4. Haider Ali Khan & Jyh-Jeng Wu & Chao-Chung Kang, 2004. "Foreign Direct Investment and the Performance of MNCs: Taiwanese Firms' in People's Republic of China and Southeast Asia," CIRJE F-Series CIRJE-F-258, CIRJE, Faculty of Economics, University of Tokyo.
    5. Robert Pearce, 2000. "The General Manager's Perspective On How Factionalism Can Impact the Behaviors and Effectiveness of Top Managers Inside A Shared Management Joint Venture," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 4(3), pages 189-206, September.
    6. Ambos, Björn & Kunisch, Sven & Leicht-Deobald, Ulrich & Schulte Steinberg, Adrian, 2019. "Unravelling agency relations inside the MNC: The roles of socialization, goal conflicts and second principals in headquarters-subsidiary relationships," Journal of World Business, Elsevier, vol. 54(2), pages 67-81.
    7. Lovett, Steven Russell & Pérez-Nordtvedt, Liliana & Rasheed, Abdul A., 2009. "Parental control: A study of U.S. subsidiaries in Mexico," International Business Review, Elsevier, vol. 18(5), pages 481-493, October.
    8. Newburry, William & Zeira, Yoram & Yeheskel, Orly, 2003. "Autonomy and effectiveness of equity international joint ventures (IJVs) in China," International Business Review, Elsevier, vol. 12(4), pages 395-419, August.

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