Human resources and international joint venture performance : a system perspective
Document Type
Journal article
Source Publication
Journal of International Business Studies
Publication Date
9-1-2005
Volume
36
Issue
5
First Page
505
Last Page
518
Keywords
General systems theory, Human resources, International joint venture
Abstract
Building on general systems theory, we argue that the multi-system nature of the international joint venture (IJV) drives two distinct but inter-related sets of human resource (HR) issues: a set whose core is mainly within the venture subsystem (within-IJV HR set), producing a detrimental impact on venture performance; and a set associated mainly with the relational tension along the interface between the parent and the venture subsystem (relational/interface HR set). The relational set is detrimental at the system level, but actually has a positive performance impact at the venture subsystem level. Hierarchical regression results from a sample of 265 China-based IJVs offer support for the above hypotheses developed around the two sets of HR issues. We discuss implications for IJV theory, research, and practice.
DOI
10.1057/palgrave.jibs.8400154
Print ISSN
00472506
Publisher Statement
Copyright © 2005, Macmillan Publishers Ltd
Access to external full text or publisher's version may require subscription.
Additional Information
Paper presented at the 62nd Annual Meeting of the Academy-of-Management, Aug 09-11, 2002, Denver, Colorado.
Full-text Version
Publisher’s Version
Language
English
Recommended Citation
Gong, Y., Shenkar, O., Luo, Y., & Nyaw, M.-K. (2005). Human resources and international joint venture performance: A system perspective. Journal of International Business Studies, 36(5), 505-518. doi: 10.1057/palgrave.jibs.8400154