The antecedents and outcome of control in IJVs: A control gap framework

Huang, Ming-Chang; Chiu, Ya-Ping

doi:10.1007/s10490-012-9304-x

Cited by 10 publications

(7 citation statements)

References 76 publications

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“…Interestingly, even studies in the same country have produced noncomparable results. For example, in Taiwan, Lee et al (2011), Lin and Ho (2012) and Huang and Chiu (2014) found results supporting the performance implication of control, however, with different constructs and from different perspectives. Whereas some used jointly and separately managed JVs as control constructs, and client satisfaction as performance construct, others employed desired and exercise control, and overall satisfaction, respectively.…”

Section: The Hypothetical Model Configurationmentioning

confidence: 96%

Management control structures and performance implications in international construction joint ventures: critical survey and conceptual framework

Tetteh

Chan

Ameyaw

et al. 2021

ECAM

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PurposeManagement control is needed in international joint ventures (IJVs) for successful management and performance. While IJV management control and performance concept has been widely explored, in the construction sector, the core understanding of the design of the two concepts is still lacking. This has resulted in the neglect of important questions and directions for research and practice improvement. This study aims to conduct a critical survey of prior studies addressing the conceptualization of management control and performance in IJVs and to propose a framework for studying the performance implications of management control in international construction joint ventures (ICJVs).Design/methodology/approachUsing Scopus database and search terms, a systematic desktop search was conducted to retrieve empirically related peer-reviewed papers for this study.FindingsDrawing on the transaction cost, institutional and relational logic, the first inclusive hypothetical model for studying the relationship between different dimensions of management control mechanism and multiple performance criteria in ICJVs is presented. The model proposes a measurement method for both the management control and performance and explains how they can be established in ICJVs.Practical implicationsThe proposed framework provides a methodology to understand the dynamics of management control and performance implications in ICJV. Specifically, uncovering the critical paths will assist ICJV frontliners to approach management control in a more holistic and systematic way to promote achievement of ICJV goals.Originality/valueThe study gives a firm ground to the construction industry, which is accurate and educational for related fields concentrating on several other forms of cooperative relationships.

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Section: The Hypothetical Model Configurationmentioning

confidence: 96%

Management control structures and performance implications in international construction joint ventures: critical survey and conceptual framework

Tetteh

Chan

Ameyaw

et al. 2021

ECAM

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“…Governance flexibility refers to IJV managerial freedom to adopt effective decisions despite the fact of dual ownership, hence control, between the IJV owning partners (Huang & Chiu, 2014;Roy,2012). Excessive control of IJV decisions by the partners undermines the implementation of optimal solutions (He, Zhang, & Wang, 2015), hence the second proposition: P.2 Governance flexibility has a positive effect on the transformation of high-tech distinctive competencies in Saudi-based petrochemical IJVs.…”

Section: Effect Of Governance Flexibilitymentioning

confidence: 99%

Transformation of High-Tech Distinctive Competencies through International Joint Ventures: A Case Study in the Saudi Petrochemical Industry

Alankari

2020

ijbass

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In the present era of globalization, every business entity in developed and developing economies are relying on technology to advance its production or service processes. The technological race is revolutionizing the aspects of product or service production system even most business organizations may not typically consider high-tech operations. Although technology-oriented organizations may produce very different products or services to sustain their differentiation and leadership in the market. These organizations when developing their business model and strategies may have more emphasis to build their high-tech capacity to sustain their position in the competitive market, particularly in the Saudi-based petrochemical industry. For this purpose, Saudi-based organizations attempt to obtain high-tech distinctive competencies across their national border by using the option of international joint ventures. These choices may allow them and partner firms to take advantage of national differences in terms of cost and quality factors of production such as labor, energy, land, and capital, which permits these organizations to lower their cost structures and boost oval profitability.

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“…A key issue for foreign parent firms is how to choose the set of control mechanisms, focus, and extent that allow innovation activities to take place, since organizational control influences learning environments in IJVs (Das & Teng, 2001;Huang & Chiu, 2014). This is important as the learning environment has been found to have a direct impact on innovation activity (Bates & Khasawneh, 2005).…”

Section: Development Of Propositionsmentioning

confidence: 99%

Control, innovation and international joint venture performance: The moderating role of internal and external environments

Nguyen

Larimo

Wang

2019

International Business Review

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The antecedents and outcome of control in IJVs: A control gap framework

Cited by 10 publications

References 76 publications

Management control structures and performance implications in international construction joint ventures: critical survey and conceptual framework

Management control structures and performance implications in international construction joint ventures: critical survey and conceptual framework

Transformation of High-Tech Distinctive Competencies through International Joint Ventures: A Case Study in the Saudi Petrochemical Industry

Control, innovation and international joint venture performance: The moderating role of internal and external environments

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