Role conflict and ambiguity of ceos in international joint ventures : a transaction cost perspective
Document Type
Journal article
Source Publication
Journal of Applied Psychology
Publication Date
8-1-2001
Volume
86
Issue
4
First Page
764
Last Page
773
Abstract
Insights from transaction cost economics were used to study the boundary conditions underlying the role conflict and ambiguity of 265 CEOs in Chinese-based international joint ventures. Role conflict and ambiguity were lower when the contract between parents was more complete. Contract completeness fully mediated the effects of parent objective gap and parent formalization on role ambiguity but only partially so in the case of role conflict. Role conflict was lower when the foreign parent was dominant in the venture but higher when the local parent was dominant. Role conflict and ambiguity were inversely related to cultural distance. Neither construct had a detrimental effect on international joint venture performance. Implications for role theory are discussed.
DOI
10.1037//0021-9010.86.4.764
Print ISSN
00219010
E-ISSN
19391854
Publisher Statement
Copyright © 2001 American Psychological Association
Access to external full text or publisher's version may require subscription.
Full-text Version
Publisher’s Version
Language
English
Recommended Citation
Gong, Y., Shenkar, O., Luo, Y., & Nyaw, M.-K. (2001). Role conflict and ambiguity of CEOs in international joint ventures: A transaction cost perspective. Journal of Applied Psychology, 86(4), 764-773. doi: 10.1037//0021-9010.86.4.764