Management-performance relationships in UK joint ventures
This paper investigates the management-performance relationship for a sample of UK international joint ventures with partners from developed market economies. Management control is identified in terms of mechanism, extent and focus. Joint venture performance is evaluated by two subjective measures and two objective measures. The findings of the study are, first, that subjective measures of performance are not more significantly associated with the dimensions of management control than are objective measures of performance. Second, where partners dominate or have responsibility for management control they view performance more favourably than partners that do not have dominant management control. Finally, somewhat counter-intuitively the study finds that the nature of management control does not vary with the duration of joint ventures.
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Volume (Year): 7 (1998)
Issue (Month): 3 (June)
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