Title

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

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Full-text Version

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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