Building effective international joint venture leadership teams in China

Jiatao Li; Katherine R. Xin; Anne Tsui; Donald C. Hambrick

doi:10.1016/S1090-9516(99)00007-3

Building effective international joint venture leadership teams in China

Jiatao Li, Katherine R. Xin, Anne Tsui, Donald C. Hambrick

Research output: Journal Publication › Article › peer-review

107 Citations (Scopus)

Abstract

An overlooked factor affecting the success or failure of international joint ventures is the effectiveness of the leadership teams put in charge. In this paper, we analyze the special features of leadership teams in Chinese-foreign joint ventures and identify ways to improve their effectiveness. We identify five key elements of the IJV leadership team - composition, process, structure, incentives, and the leader's behaviors - that have important implications for IJV success. Our analysis is based on the literature on top management teams, cross-cultural behavior, international joint ventures, and our own in-depth interviews with leadership teams from international joint ventures in China.

Original language	English
Pages (from-to)	52-68
Number of pages	17
Journal	Journal of World Business
Volume	34
Issue number	1
DOIs	https://doi.org/10.1016/S1090-9516(99)00007-3
Publication status	Published - 1999
Externally published	Yes

ASJC Scopus subject areas

Business and International Management
Finance
Marketing

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10.1016/S1090-9516(99)00007-3

Cite this

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title = "Building effective international joint venture leadership teams in China",

abstract = "An overlooked factor affecting the success or failure of international joint ventures is the effectiveness of the leadership teams put in charge. In this paper, we analyze the special features of leadership teams in Chinese-foreign joint ventures and identify ways to improve their effectiveness. We identify five key elements of the IJV leadership team - composition, process, structure, incentives, and the leader's behaviors - that have important implications for IJV success. Our analysis is based on the literature on top management teams, cross-cultural behavior, international joint ventures, and our own in-depth interviews with leadership teams from international joint ventures in China.",

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AU - Hambrick, Donald C.

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AB - An overlooked factor affecting the success or failure of international joint ventures is the effectiveness of the leadership teams put in charge. In this paper, we analyze the special features of leadership teams in Chinese-foreign joint ventures and identify ways to improve their effectiveness. We identify five key elements of the IJV leadership team - composition, process, structure, incentives, and the leader's behaviors - that have important implications for IJV success. Our analysis is based on the literature on top management teams, cross-cultural behavior, international joint ventures, and our own in-depth interviews with leadership teams from international joint ventures in China.

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Building effective international joint venture leadership teams in China

Abstract

ASJC Scopus subject areas

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