International Joint Venture Top Management Teams: Does Heterogeneity Make a Difference?

Julian, Craig C; Wachter, Renee M.; Mueller, Carolyn B.

doi:10.1080/10599230902880649

Cited by 13 publications

(12 citation statements)

References 55 publications

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“…Vodosek (2005) also stated within the research that in all three set-ups performance decreased. In addition to that, Research research suggests in addition that, that in the absence of priori group interactions, that the greater the cultural heterogeneity is, the more decreased the openness towards group members will be (Julian et al, 2009). However, other results found lower levels of social integration, but did not report any effects on relationship or process conflict or communication and satisfaction and even reported higher levels of creativity (Stahl et al, 2010).…”

Section: Ethnicity and Race Diversitymentioning

confidence: 99%

The Effects of Diversity on Achieving Reduced Inequalities

Dirrler

2020

RBS

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The Sustainable Development Goals (SDG) were introduced in 2015 by the United Nations and include 17 goals and 169 actions on how to achieve a more sustainable future. This research addresses the SDG 10, which focuses on the reduction of inequalities. By 2030 the goal is to achieve reduced income inequalities, opportunity inequalities and all other forms which might hinder equal chances. The United Nations has already introduced financial and economic measures on how to achieve equality. The aim of this review paper is to challenge the current approaches by emphasizing that too little attention is paid on the people themselves. The goal achievement will require working groups of diverse nationalities, backgrounds, tenures and values. This research presents why it is essential to include diversity research in the work and how this can influence group processes and outcomes, such as conflict, performance or group commitment.

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Section: Ethnicity and Race Diversitymentioning

confidence: 99%

The Effects of Diversity on Achieving Reduced Inequalities

Dirrler

2020

RBS

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“…Prior research, such as Evans (2006), and Julian et al (2009) indicate that the difference in cultural characteristics of management teams within IJVs offer inuendoes for the teams to function and perform effectively. In the same manner, the IJV top management team often has members from different national, cultural, and demographic backgrounds (Hambrick et al, 2001;Evans, 2006;Julian et al, 2009;Nielsen & Nielsen, 2011). Consequently, team performance affects IJV performance.…”

Section: Team Performancementioning

confidence: 99%

International Joint Venture in Thailand

Brahmasrene

Suwannarat

2021

International Journal of Asian Business and Information Management

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This research investigates the effects of cultural characteristics, awareness of international joint venture (IJV) importance, commitment, and team commonality on team and IJV performances. This study employs a database of IJV firms from the Thailand Board of Investment and an original survey conducted of IJV top managers via a mailed questionnaire. Data was analyzed using ordinary least square regression. The results indicate that the cultural characteristics of IJV managers have no significant effect on the awareness of IJV importance while individualism and power distance show significant effects on commitment. Also, uncertainty avoidance and power distance exhibit a significant positive impact on team performance. Subsequently, IJV importance awareness mediates between commitment and cultural characteristics to some degree, while individualism and power distance significantly alter commitment. In addition, uncertainty avoidance and power distance exhibit a significant positive impact on team performance, while team commonality reveals no moderating effect.

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“…The first notable exception (Wolff and Reed, 2000) suggested that parent firm tangible and intangible resource heterogeneity is positively related to market performance in the context of new JV formation announcements. The second noteworthy study on heterogeneity in the JV context (Julian et al , 2009) highlighted that managerial demographic heterogeneity and managerial cultural heterogeneity brought to international JVs lead to improved decision-making, which may in turn translate into better JV performance.…”

Section: Literature Review and Theoretical Backgroundmentioning

confidence: 99%

“…In this study, we use the information asymmetry literature (Fama, 1970) as a theoretical background to explain why the disclosure of new information (such as a press release announcing a new JV) by top managers is likely to reduce the information asymmetry that is purported to exist between a firm's managers and its shareholders (Fama, 1970; Chatterjee et al , 1999; Baginski et al , 2000); and that a shareholder's assessment of a new JV's potential for success is likely to be based on the contributions brought to a JV by its parents. While prior research has focused on the heterogeneous contributions of JV parents to new JVs in terms of cultural heterogeneity (Julian et al , 2009) or resource heterogeneity (Wolff and Reed, 200); there are, to our knowledge, no prior studies focusing on the heterogeneity of the strategic knowledge brought to new JVs by their parents.…”

Section: Introductionmentioning

confidence: 99%

Market orientation heterogeneity and new joint venture formation announcements: creating value for parent firms

Jancenelle

Wei

Ang

2020

JSMA

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PurposeJoint ventures (JVs) are known to create value for their parent firms, in part due to the mutually beneficial sharing of information that occurs at the JV level. Market orientation (MO) is a well-documented strategic orientation that has received little attention in the JV literature, despite considerable research suggesting that MO has a positive effect on performance. This study posits that the MO skills contributed to a new JV by parent firms are likely to play a central role in a shareholder's assessment of the potential for success of a newly announced JV, thereby triggering changes in market value for parent firms.Design/methodology/approachComputer-Assisted-Text-Analysis (CATA) is used to calculate MO heterogeneity from annual reports, and event-study methodology is used to assess parent firm performance. The authors rely on a US sample of 82 public JV parents involved in 41 new equally-weighted JV formation announcements.FindingsThe authors find that heterogeneity on MO's behavioral components (customer orientation, competitor orientation, and coordination) is negatively related to parent performance, while heterogeneity on MO's profitability component is positively related to parent performance. However, the effect of MO's long-term focus heterogeneity on parent performance was not supported.Originality/valueThe results suggest that the benefits of information sharing in partnerships may be of a nuanced nature when it comes to MO. Although heterogeneity in profitability inclination created value for parent firms announcing a new JV; heterogeneity in customer, competitor and coordination market orientations did not appear to be rewarded by shareholders.

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International Joint Venture Top Management Teams: Does Heterogeneity Make a Difference?

Cited by 13 publications

References 55 publications

The Effects of Diversity on Achieving Reduced Inequalities

The Effects of Diversity on Achieving Reduced Inequalities

International Joint Venture in Thailand

Market orientation heterogeneity and new joint venture formation announcements: creating value for parent firms

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