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Bringing corporate governance to international joint ventures
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The authors argue that a need exists for a new generation of IJV governance research that considers IJVs' boards of directors as well as other dimensions of governance and highlight some research opportunities that are illustrative for the research agenda that they are calling for that builds bridges between the literatures on corporate governance and international joint ventures.Abstract:
Large gaps appear to exist between the evolving corporate governance practices of organizations and those of international joint ventures (IJVs). Some of these gaps might well be appropriate given some of the unique features of IJVs, while others might require new consideration and attention by organizations engaged in alliances. The expansive literatures on corporate governance and IJVs have developed separately from one another, and there are important opportunities to combine them. We argue that a need exists for a new generation of IJV governance research that considers IJVs' boards of directors as well as other dimensions of governance. We highlight some research opportunities that are illustrative for the research agenda that we are calling for that builds bridges between the literatures on corporate governance and IJVs.read more
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Alliance Capabilities Review and Research Agenda
Yongzhi Wang,Nandini Rajagopalan +1 more
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Strategic agility and international joint ventures: The willingness-ability paradox of family firms
Francesco Debellis,Alfredo Vittorio De Massis,Alfredo Vittorio De Massis,Antonio Messeni Petruzzelli,Federico Frattini,Manlio Del Giudice,Manlio Del Giudice,Manlio Del Giudice +7 more
TL;DR: In this article, the authors argue that strong emotional attachment reduces family firms' strategic sensitivity, creating a motivational gap with respect to forming IJVs, and when family firms overcome this gap by making full use of their board of directors, they have higher levels of leadership unity and resource fluidity.
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Business transformation in heterogeneous environments: The impact of market development and firm strength on retrenchment and growth reconfiguration
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Board background heterogeneity and exploration-exploitation: The role of the institutionally adopted board model
TL;DR: In this paper, the authors empirically contrast the Anglo-Saxon and Rhineland board models in the U.K. and Germany, respectively, and find support for their assertion that the influence of board functional background heterogeneity on relative exploration orientation is more pronounced when the adopted board model accommodates inclusion of the board's knowledge resources into strategy making.
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Interactive effects of information exchange, relationship capital and environmental uncertainty on international joint venture (IJV) performance: an emerging markets perspective
TL;DR: In this paper, the impact of information exchange on IJV performance was explored by exploring the direct and indirect effect through mutual trust and commitment, two key components of relationship capital, and the role of environmental uncertainty as a moderator of these mediating effects.
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