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How to retain local senior managers in international joint ventures: The effects of alliance relationship characteristics

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  • Li, Julie Juan

Abstract

How can international joint ventures keep their local senior managers from quitting? Drawing on international business literature, social exchange theory, and social integration theory, this study examines how the characteristics of an alliance relationship affect local senior managers' turnover intentions. The findings from 139 ventures in China show that decision-making participation and social integration help retain local senior managers. However, the effects of participation and social integration decrease with high levels of foreign ownership control. Implications for researchers and practitioners are discussed.

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  • Li, Julie Juan, 2008. "How to retain local senior managers in international joint ventures: The effects of alliance relationship characteristics," Journal of Business Research, Elsevier, vol. 61(9), pages 986-994, September.
    • Handle: RePEc:eee:jbrese:v:61:y:2008:i:9:p:986-994
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    3. Li, Julie Juan & Zhou, Kevin Zheng, 2010. "How foreign firms achieve competitive advantage in the Chinese emerging economy: Managerial ties and market orientation," Journal of Business Research, Elsevier, vol. 63(8), pages 856-862, August.
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    7. Zhou, Kevin Zheng & Li, Caroline Bingxin, 2010. "How strategic orientations influence the building of dynamic capability in emerging economies," Journal of Business Research, Elsevier, vol. 63(3), pages 224-231, March.
    8. Abdul-Ghani, Eathar & Hyde, Kenneth F. & Marshall, Roger, 2011. "Emic and etic interpretations of engagement with a consumer-to-consumer online auction site," Journal of Business Research, Elsevier, vol. 64(10), pages 1060-1066, October.

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