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Management International Review
Published in: Management International Review 5/2009

01-10-2009 | Research Article

Meta-analyses of International Joint Venture Performance Determinants

Evidence for Theory, Methodological Artifacts and the Unique Context of China

Authors: Ass. Prof. Taco H. Reus, Ass. Prof. Daniel Rottig, Ph.D.

Published in: Management International Review | Issue 5/2009

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Abstract

  • While research on international joint ventures (IJVs) has intensified over the last few decades, numerous reviewers have criticized the field for lack of accumulation. We use meta-analytic techniques to quantitatively synthesize and evaluate agency theory and the behavioral perspective in their ability to explain IJV performance variance. Overall, we find support for these theories but moderator analyses unveil important effects of artifactual variables, and point to a unique character of IJVs in China.
  • Based on meta-analyses of 165 effect sizes from 61 independent samples and a total of 26,927 IJVs, the results offer overall support for a hypothesized path model grounded in agency theory and the behavioral perspective. However, only 19 percent of the variance in IJV performance is accounted for, indicating a need to explore other underexplored variables. We do not find evidence that hierarchical control is associated with partner conflict. Closer examination shows that for IJVs in China such control lowers partner conflict, while for IJVs in other countries it amplifies partner conflict. The effects of partner conflict on IJV performance are less harmful for Chinese joint ventures than for joint ventures in other countries. Furthermore, while objective measures of cultural distance show a weak positive effect on IJV performance, subjective measures show a negative effect.
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Footnotes
1
Extending the meta-analyses we have reported in this study in an effort to assess the influence of complementarity, we searched for all empirical studies that considered this variable. We found 8 studies that considered partner complementarity, representing 728 IJVs. Analyses did indicate a positive true score correlation between complementarity and IJV performance \((\bar r=0.2774),\) and a negative true score correlation between complementarity and hierarchical control \((\bar r=-0.1331).\) None of these studies considered the role of commitment or partner conflict.
 
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Metadata
Title
Meta-analyses of International Joint Venture Performance Determinants
Evidence for Theory, Methodological Artifacts and the Unique Context of China
Authors
Ass. Prof. Taco H. Reus
Ass. Prof. Daniel Rottig, Ph.D.
Publication date
01-10-2009
Publisher
SP Gabler Verlag
Published in
Management International Review / Issue 5/2009
Print ISSN: 0938-8249
Electronic ISSN: 1861-8901
DOI
https://doi.org/10.1007/s11575-009-0009-4

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