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A multiple constituency approach to IJV performance measurement

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  • Mohr, Alexander T.

Abstract

This paper analyses the differences in the way partner firms assess the performance of international joint ventures (IJV). It is argued that an understanding of these differences is important for the practice of, and for research into IJV management. From a managerial point of view, firms, as well as IJV management, need to know how the partners evaluate the venture's performance. From a research perspective such differences can distort the results of studies that compare the performance of IJVs with other organizational designs or aim to identify the determinants of IJV performance. A multiple constituency approach is employed to develop hypotheses and test them using empirical data gathered through a questionnaire survey among 110 managers of German-Chinese joint ventures (GCJV) in the People's Republic of China. This is supplemented by qualitative data gathered through in-depth interviews with 25 managers. The findings highlight a number of differences regarding the way in which partner firms assess the performance of IJVs that are relevant for practice and research.

Suggested Citation

  • Mohr, Alexander T., 2006. "A multiple constituency approach to IJV performance measurement," Journal of World Business, Elsevier, vol. 41(3), pages 247-260, September.
    • Handle: RePEc:eee:worbus:v:41:y:2006:i:3:p:247-260
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    2. Abdoulaye Camara & Foued Cheriet & Fatiha Fort, 2013. "Comment mesurer la performance des alliances stratégiques internationales ? Application aux industries agroalimentaires en Afrique de l’Ouest," Working Papers hal-01594280, HAL.
    3. Jing Yang & Frank Tipton & Jiatao Li, 2011. "A review of foreign business management in China," Asia Pacific Journal of Management, Springer, vol. 28(3), pages 627-659, September.
    4. Larimo, Jorma & Le Nguyen, Huu & Ali, Tahir, 2016. "Performance measurement choices in international joint ventures: What factors drive them?," Journal of Business Research, Elsevier, vol. 69(2), pages 877-887.
    5. David Rygl, 2012. "Differences in Partners¡¯ Perception and the Performance of German-Chinese Joint Ventures," Journal of Business Administration Research, Journal of Business Administration Research, Sciedu Press, vol. 1(1), pages 86-98, April.
    6. Jiang, Xu & Li, Yuan & Gao, Shanxing, 2008. "The stability of strategic alliances: Characteristics, factors and stages," Journal of International Management, Elsevier, vol. 14(2), pages 173-189, June.
    7. Chiao, Yu-Ching & Yu, Chwo-Ming Joseph & Peng, Ju-Tzu Ann, 2009. "Partner nationality, market-focus and IJV performance: A contingent approach," Journal of World Business, Elsevier, vol. 44(3), pages 238-249, July.
    8. Beamish, Paul W. & Lupton, Nathaniel C., 2016. "Cooperative strategies in international business and management: Reflections on the past 50 years and future directions," Journal of World Business, Elsevier, vol. 51(1), pages 163-175.
    9. Ng, Paul Wai-Kit & Lau, Chung-Ming & Nyaw, Mee-Kau, 2007. "The effect of trust on international joint venture performance in China," Journal of International Management, Elsevier, vol. 13(4), pages 430-448, December.
    10. Cherbib, Jihene & Chebbi, Hela & Yahiaoui, Dorra & Thrassou, Alkis & Sakka, Georgia, 2021. "Digital technologies and learning within asymmetric alliances: The role of collaborative context," Journal of Business Research, Elsevier, vol. 125(C), pages 214-226.
    11. Pak, Yong Suhk & Ra, Wonchan & Park, Young-Ryeol, 2009. "Understanding IJV performance in a learning and conflict mediated context," International Business Review, Elsevier, vol. 18(5), pages 470-480, October.

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