Hostname: page-component-cd9895bd7-jn8rn Total loading time: 0 Render date: 2024-12-28T04:55:18.393Z Has data issue: false hasContentIssue false
  • English
  • Français

Contextual Distance and the International Strategic Alliance Performance: A Conceptual Framework and a Partial Meta-analytic Test

Published online by Cambridge University Press:  08 June 2015

Jiatao (J.T.) Li ,
Li Tian  and
Guoguang Wan
Jiatao (J.T.) Li
Affiliation:
Hong Kong University of Science & Technology, China
Li Tian
Affiliation:
Nankai University, China
Guoguang Wan
Affiliation:
Hong Kong University of Science & Technology, China
Get access Rights & Permissions [Opens in a new window]

Abstract

We propose an integrative model on how contextual distance influences the learning process and performance of international strategic alliances (ISAs). We argue that contextual distance increases knowledge diversity but decreases knowledge exchange between the alliance partners, which has implications for the alliance's knowledge creation and performance. A meta-analysis of 46 empirical studies published between 1990 and 2013 dealing with Sino-foreign collaborations in China revealed that contextual distance showed an inverted U-shaped relationship with alliance performance. Proxies for partners’ contextual experience, for example, the length of an alliance's operation in China, the foreign partners’ in-country experiences, and ISAs’ location in a more developed Chinese region, moderate the learning processes. Implications and directions for future research are discussed.

Keywords

Chinacontextual distancecontextual experienceinternational strategic allianceslearning
Type
Articles
Information
Management and Organization Review , Volume 11 , Issue 2 , June 2015 , pp. 289 - 313
Copyright
Copyright © The International Association for Chinese Management Research 2015 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

REFERENCES

Aguilera, R. V. 2007. Translating theoretical logics across borders: Organizational characteristics, structural mechanisms, and contextual factors in international alliances. Journal of International Business Studies, 38 (1): 38–46.CrossRefGoogle Scholar
Ahlstrom, D., Young, M. N., Nair., A., & Law, P. 2003.Managing the institutional environment: Challenges for foreign firms in post-WTO China. SAM Advanced Management Journal, 68 (1): 41–49.Google Scholar
Ahuja, G. 2000. Collaboration networks, structural holes and innovation: A longitudinal study. Administrative Science Quarterly, 45 (3): 425–455.Google Scholar
Alavi, M., & Tiwana, A. 2002. Knowledge integration in virtual teams: The potential role of KMS. Journal of the American Society for Information Science and Technology, 53 (12): 1029–1037.Google Scholar
Argote, L., & Ingram, P. 2000. Knowledge transfer: A basis for competitive advantage in firms. Organizational Behavior and Human Decision Processes, 82 (1): 150–169.CrossRefGoogle Scholar
Argyris, C., & Schön, D. A. 1996. Organizational Learning II: Theory, Method and Practice. Reading, MA: Addison-Wesley.Google Scholar
Barkema, H. G., Shenkar, O., Vermeulen, F., & Bell, J. H. J. 1997. Working abroad, working with others: How firms learn to operate international joint ventures. Academy of Management Journal, 40 (2): 426–442.CrossRefGoogle Scholar
Barkema, H. G., & Vermeulen, F. 1997. What differences in the cultural backgrounds of partners are detrimental for international joint ventures. Journal of International Business Studies, 28 (4): 845–864.Google Scholar
Braun, W. H., & Warner, M. 2002. Strategic human resource management in western multinationals in China: The differentiation of practices across different ownership forms. Personnel Review, 31 (5): 553–579.CrossRefGoogle Scholar
Brewer, M. B. 1979. In-group bias in the minimal intergroup situation: A cognitive-motivational analysis. Psychological Bulletin, 86 (2): 307–324.CrossRefGoogle Scholar
Buckley, P. J., Glaister, K. W., & Husan, R. 2002. International joint ventures: Partnering skills and cross-cultural issues. Long Range Planning, 35 (2): 113–134.Google Scholar
Cantwell, J. A., & Zhang, F. 2013. Do foreign-owned subsidiaries in China follow a distinctive pattern of technological knowledge sourcing. Management and Organization Review, 9 (3): 489–512.Google Scholar
Chen, C. C., Chen, X. P., & Huang, S. S. 2013. Chinese Guanxi: An integrative review and new direction for future research. Management and Organization Review, 9 (1): 167–207.Google Scholar
*Chen, R., & Boggs, D. J. 2006. Long term cooperation prospects in international joint ventures: Perspectives of Chinese firms. Journal of Applied Management Studies, 7 (1): 111–126.Google Scholar
Chi, N. W., Huang, Y. M., & Lin, S. C. 2009. A double-edged sword? Exploring the curvilinear relationship between organizational tenure diversity and team innovation: The moderating role of team-oriented HR practice. Group Organization Management, 34 (6): 698–726.Google Scholar
*Chiao, Y. C., Yu, C. J., & Peng, J. A. 2009. Partner nationality, market-focus and IJV performance: A contingent approach. Journal of World Business, 44 (3): 238–249.Google Scholar
*Child, J. 2002. A configurational analysis of joint ventures. Organization Studies, 23 (5): 781–815.Google Scholar
*Child, J., & Yan, Y. N. 2003. Predicting the performance of international joint ventures: An investigation in China. Journal of Management Studies, 40 (2): 283–320.Google Scholar
Chowdhury, J. 1992. Performance of international joint ventures and wholly owned foreign subsidiaries: A comparative perspective. Management International Review, 32 (2): 115–133.Google Scholar
Cohen, W. M., & Levinthal, D. A. 1990. Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35 (1): 128–152.Google Scholar
Cummings, J. 2003. Knowledge sharing: A review of the literature. Washington DC: The World Bank.Google Scholar
Cyert, R. M., & March, J. G. 1963. A behavioral theory of the firm. Englewood Cliffs, N.J: Prentice-Hall.Google Scholar
Dahlin, K. B., Weingart, L. R., & Hinds, P. J. 2005. Team diversity and information use. Academy of Management Journal, 48 (6): 1107–1123.Google Scholar
Das, T. K., & Teng, B. H. 2000. A resource based theory of strategic alliances. Journal of Management, 26 (1): 31–61.Google Scholar
De Long, D. W., & Fahey, L. 2000. Diagnosing cultural barriers to knowledge management. Academy of Management Executive, 14 (4): 113–127.Google Scholar
*Ding, D. Z. 1997. Control, conflict and performance: A study of U.S-Chinese joint ventures. Journal of International Marketing, 5 (3): 31–45.Google Scholar
Dowell, G. W. S., Shackell, M. B., & Stuart, N. V. 2011. Board, CEOs, and surviving a financial crisis: Evidence from the internet shakeout. Strategic Management Journal, 32 (10): 1025–1045.Google Scholar
*Duan, J., & Juma, N., 2007. Inter-partner credible threat and the survival of U.S.-China joint ventures. Journal of Business Strategies, 24 (1): 91–104.Google Scholar
Dussauge, P., Garrette, B., & Mitchell, W. 2000. Learning from competing partners: Outcomes and durations of scale and link alliances in Europe, North America and Asia. Strategic Management Journal, 21: 99–126.Google Scholar
Eden, L., & Miller, S. R. 2004. Distance matters: Liability of foreignness, institutional distance and ownership strategy. Advances in International Management, 16: 187–221.Google Scholar
Fan, J. P. H., Wong, T. J., & Zhang, T. Y. 2007. Politically connected CEOs, corporate governance, and post-IPO performance of China's newly partially privatized firms. Journal of Financial Economics, 84 (2): 330–357.Google Scholar
*Fang, E. 2011. The effect of strategic alliance knowledge complementarity on new product innovativeness in China. Organization Science, 22 (1): 158–172.Google Scholar
*Fang, E., & Zou, S. M. 2010. The effects of absorptive and joint learning on the instability of international joint ventures in emerging economies. Journal of International Business Studies, 41: 906–923.Google Scholar
Finkelstein, S. 1992. Power in top management teams: Dimensions, measurement, and validation. Academy of Management Journal, 35 (8): 505–538.Google Scholar
Fischer, H. M., & Pollock, T. G. 2004. Effects of social capital and power on surviving transformational change: The case of initial public offerings. Academy of Management Journal, 47 (4): 463–481.Google Scholar
Fisher, R. A. 1970. Statistical Methods for Research Workers. London: Collier-MacMillian.Google Scholar
Ghemawat, P. 2001. Distance still matters: The hard reality of global expansion. Harvard Business Review, 79 (8): 137–147.Google Scholar
*Gong, Y. P., Shenkar, O., Luo, Y. D., & 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.CrossRefGoogle ScholarPubMed
*Gong, Y. P., Shenkar, O., Luo, Y. D., & Nyaw, M. K. 2005. Human resources and international joint venture performance: A system perspective. Journal of International Business Studies, 36 (5): 505–518.Google Scholar
*Gong, Y. P., Shenkar, O., Luo, Y. D., & Nyaw, M. K. 2007. Do multiple parents help or hinder international joint venture performance? The mediating roles of contract completeness and partner cooperation. Strategic Management Journal, 28 (10): 1021–1034.Google Scholar
Goodall, K., Warner, M., & Lang, V. 2004. HRD in the People's Republic: The MBA with Chinese characteristics? Journal of World Business, 39 (4): 311–323.Google Scholar
Grant, R. M. 1996. Toward a knowledge-based theory of the firm. Strategic Management Journal, 17 (winter special issue): 109–122.Google Scholar
Gulati, R. 1995. Does familiarity breed trust? The implications of repeated ties for contractual choice in alliance. Academy of Management Journal, 38 (1): 85–112.Google Scholar
Gupta, A., & Govindarajan, V. 2000. Knowledge flows within multinational corporations. Strategic Management Journal, 21 (4): 473–496.Google Scholar
Hambrick, D. C., Davison, S. C., Snell, S. A., & Snow, C. C. 1998. When groups consist of multiple nationalities: Towards a new understanding of the implications. Organization Science, 19 (2): 181–205.Google Scholar
Hambrick, D. C., Li, J. T, Xin, K. R., & Tsui, A. S. 2001. Compositional gaps and downward spirals in international joint venture management groups. Strategic Management Journal, 22 (11): 1033–1053.Google Scholar
Hedges, L. V., & Olkin, I. 1985. Statistical Methods for Meta-Analysis. New York: Academic Press.Google Scholar
*Heiman, B. A., Li, W. N., Chan, G., & Aceves, S. D. 2008. Strategic, organizational, and cultural fit: Effects on performance in China-US joint ventures. Journal of Asia Business Studies, 2 (2): 32–51.Google Scholar
Heiman, B. A., & Nickerson, J. A. 2004. Empirical evidence regarding the tension between knowledge sharing and knowledge expropriation in collaborations. Managerial and Decision Economics, 25 (6–7): 401–420.CrossRefGoogle Scholar
Hennart, J. F., & Zeng, M. 2002. Cross-cultural differences and joint venture longevity. Journal of International Business Studies, 33 (4): 699–716.Google Scholar
Hinsz, V. 1990. Cognitive and consensus processes in group recognition memory performance. Journal of Personality and Social Psychology, 59: 705–718.Google Scholar
Hofstede, G. 1984. Cultural dimensions in management and planning. Asia Pacific Journal of Management, 1 (1): 81–99.Google Scholar
Hofstede, G. 2001. Culture's Consequences: Comparing Values, Behaviors, Institutions, and Organizations across Nations. London: Sage Publications.Google Scholar
Hong, Y., Liao, H., Hu, J., & Jiang, K. 2013. Missing link in the service profit chain: A meta-analytic review of the antecedents, consequences, and moderators of service climate. Journal of Personality and Social Psychology, 98 (2): 237–267.Google Scholar
Horwitz, S. K., & Horwitz, I. B. 2007. The effects of team diversity on team outcomes: A meta-analytic review of team demography. Journal of Management, 33 (6): 987–1015.Google Scholar
Huber, G. P. 1991. Organizational learning: The contributing processes and the literatures. Organization Science, 2 (1): 88–115.Google Scholar
Hunter, J. E., & Schmidt, F. L. 1990. Methods of Meta-analysis: Correcting Error and Bias in Research Findings. Thousand Oaks, CA: Sage.Google Scholar
Inkpen, A. C. 1998. Learning and knowledge creation through international strategic alliances. Academy of Management Executive, 12 (4): 69–80.Google Scholar
Inkpen, A. C. 2000. A note on the dynamics of learning alliances: Competition, cooperation, and relative scope. Strategic Management Journal, 21 (7): 775–779.Google Scholar
*Isobe, T., Makino, S., & Montgomery, D. B. 2000. Resource commitment, entry timing and market performance of foreign direct investments in emerging economies: The case of Japanese international joint ventures in China. Academy of Management Journal, 43 (3): 468–484.Google Scholar
Johanson, J., & Vahlne, J. E. 1977. The internationalization process of the firm: A model of knowledge development and increasing foreign market commitments. Journal of International Business Studies, 8 (1): 23–32.Google Scholar
Johnson, B. T., & Eagly, A. H. 2000. Quantitative synthesis of social psychological research. In Reis, H. T. & Judd, C. M. (Eds.), Handbook of Research Methods in Social Psychology: 496–528. Cambridge: Cambridge University Press.Google Scholar
Johnsson, S. 2000. Innovation in the networked firm: The need to develop new types of interface competence. In Birkinshaw, J. & Hagstrom, P. (Eds.), The Flexible Firm: Capability Management in Networked Organizations: 106–127. Oxford: Oxford University Press.Google Scholar
Katila, R. 2002. New product search over time: Past ideas in their prime. Academy of Management Journal, 45 (5): 995–1010.Google Scholar
Kirca, A. Hult, G. T. M., Roth, K., Cavusgil, T., Perry, M., Akdeniz, M. B., Deligonul, S., Mena, J. A., Pollitte, W. A., Hoppner, J. J., Miller, J. C., & White, R. C. 2010. Firm-specific assets, multinationality, and firm performance: A meta-analytic review and theoretical integration. Academy of Management Journal, 54 (1): 1–59.Google Scholar
Kogut, B. 1988. Joint ventures: Theoretical and empirical perspectives. Strategic Management Journal, 9 (4): 319–332.Google Scholar
Kogut, B., & Singh, H. 1988. The effect of national culture on the choice of entry mode. Journal of International Business Studies, 19 (3): 411–432.Google Scholar
Kogut, B., & Zander, U. 1992. Knowledge of the firm, combinative capabilities and the replication of technology. Organization Science, 3 (3): 383–397.CrossRefGoogle Scholar
Kostova, T. 1996. Success of the Transnational Transfer of Organizational Practices within Multinational Companies. Unpublished doctoral dissertation, University of Minnesota, Minneapolis.Google Scholar
Kostova, T. 1997. Country institutional profile: Concepts and measurement. Academy of Management Best Paper Proceedings: 180–184.Google Scholar
Lane, P. J., & Lubatkin, M. 1998. Relative absorptive capacity and interorganizational learning. Strategic Management Journal, 19: 461–477.3.0.CO;2-L>CrossRefGoogle Scholar
Lane, P. J., Salk, J. E., & Lyles, M. A. 2001. Absorptive capacity, learning, and performance in international joint ventures. Strategic Management Journal, 22 (12): 1139–1161.Google Scholar
Larson, A. 1992. Network dyads in entrepreneurship settings: A study of the governance of exchange relationships. Administrative Science Quarterly, 37 (1): 76–104.Google Scholar
Lau, D. C., & Murnighan, J. K. 1998. Demographic diversity and faultlines: The compositional dynamics of organizational groups. Academy of Management Review, 23 (2): 325–340.Google Scholar
*Li, D., & Glaister, K. W. 2007. National and corporate culture differences in international strategic alliances: Perceptions of Chinese partners. Asia Pacific Journal of Management, 24 (2): 191–205.Google Scholar
Li, H. Y., Zhang, Y., & Lyles, M. 2013. Knowledge spillovers, search, and creation in China's emerging market. Management and Organization Review, 9 (3): 395–412.CrossRefGoogle Scholar
Li, J., Chen, D., & Shapiro, D. M. 2013. FDI spillovers at the national and subnational level: The impact on product innovation by Chinese firms. Management and Organization Review, 9 (3): 413–435.CrossRefGoogle Scholar
*Li, J. T., & Hambrick, D. C. 2005. Factional groups: A new vantage on demographic faultlines, conflict and disintegration in work teams. Academy of Management Journal, 48 (5): 794–813.CrossRefGoogle Scholar
*Li, J., Lam, K., & Qian, G. M. 2001. Does culture affect behavior and performance of firms? The case of joint ventures in China. Journal of International Business Studies, 32 (1): 115–131.Google Scholar
Li, J. T., Xin, K., & Pillutla, M. 2002. Multi-cultural leadership teams and organizational identification processes in international joint ventures. International Journal of Human Resource Management, 13 (2): 320–337.Google Scholar
Li, J. T., Xin, K. R., Tsui, A., & Hambrick, D. C. 1999. Building effective international joint venture leadership teams in China. Journal of World Business, 34 (1): 52–68.Google Scholar
*Li, J., Zhou, C. H., & Zajac, D. J. 2009. Control, collaboration and productivity in international joint ventures: Theory and evidence. Strategic Management Journal, 30 (8): 865–884.Google Scholar
*Lin, X. H., & Germain, R. 1998. Sustaining satisfactory joint venture relationships: The role of conflict resolution strategy. Journal of International Business Studies, 29 (1): 179–196.Google Scholar
*Lu, J. W., & Ma, X. F. 2008. The contingent value of local partners’ business group affiliations. Academy of Management Journal, 51 (2): 295–314.Google Scholar
*Lu, J. W., & Xu, D. 2006. Growth and survival of international joint ventures: An external-internal legitimacy perspective. Journal of Management, 32 (3): 426–448.Google Scholar
*Lu, L. T. 2006. Conflict resolution strategy between foreign and local partners in joint ventures in China. Journal of American Academy of Business, 8 (1): 236–240.Google Scholar
*Lu, L. T. 2007. The effect of cultural similarity on international joint ventures: An empirical study. International Journal of Management, 24 (2): 230–241.Google Scholar
*Luo, Y. D. 1997. Partner selection and venturing success: The case of joint ventures with firms in the People's Republic of China. Organization Science, 8 (6): 648–662.Google Scholar
*Luo, Y. D., 1999. The structure-performance relationship in a transitional economy: An empirical study of multinational alliances in China. Journal of Business Research, 46: 15–30.Google Scholar
*Luo, Y. D. 2001. Antecedents and consequences of personal attachment in cross-cultural cooperative ventures. Administrative Science Quarterly, 46 (2): 177–201.Google Scholar
*Luo, Y. D. 2002a. Contract, cooperation, and performance in international joint ventures. Strategic Management Journal, 23 (10): 903–919.CrossRefGoogle Scholar
*Luo, Y. D. 2002b. Partnering with foreign firms: How do Chinese managers view the governance and importance of contracts? Asia Pacific Journal of Management, 19 (1): 127–151.Google Scholar
*Luo, Y. D. 2002c. Building trust in cross-cultural collaborations: Toward a contingency perspective. Journal of Management, 28 (5): 669–694.Google Scholar
*Luo, Y. D. 2002d. Product diversification in international joint ventures: Performance implications in an emerging market. Strategic Management Journal, 23 (1): 1–20.Google Scholar
*Luo, Y. D. 2005. How important are shared perceptions of procedural justice in cooperative alliances? Academy of Management Journal, 48 (4): 695–709.Google Scholar
*Luo, Y.D. 2006. Toward the micro and macro-level consequences of international justice in cross-cultural joint ventures. Human Relations, 59 (8): 1019–1047.CrossRefGoogle Scholar
*Luo, Y. D. 2007. The independent and interactive roles of procedural, distributive, and interactional justice in strategic alliances. Academy of Management Journal, 50 (3): 644–664.Google Scholar
*Luo, Y. D. 2008a. Procedural fairness and interfirm cooperation in strategic alliances. Strategic Management Journal, 29 (1): 27–46.Google Scholar
*Luo, Y. D. 2008b. Structuring inter-organizational cooperation: The role of economic integration in strategic alliances. Strategic Management Journal, 29 (6): 617–637.Google Scholar
Luo, Y. D., Huang, Y., & Wang, S.L. 2012. Guanxi and organizational performance: A meta analysis. Management and Organization Review, 8 (1): 139–172.CrossRefGoogle Scholar
*Luo, Y. D., & Park, S. H. 2004. Multiparty cooperation and performance in international equity joint ventures. Journal of International Business Studies, 35: 142–160.Google Scholar
*Luo, Y. D., & Tan, J. J. 2001. Strategic response to a volatile environment: The case of cross cultural cooperative ventures. Asia Pacific Journal of Management, 18 (1): 7–25.Google Scholar
Lyles, M. A. 1988. Learning among joint venture sophisticated firms. Management International Review, 28(special issue): 85–98.Google Scholar
Lyles, M., & Salk, J. E., 1996. Knowledge acquisition from foreign parents in international joint ventures: An empirical examination in the Hungarian context. Journal of International Business Studies, 27 (5): 877–903.Google Scholar
*Ma, C. Q., Yang, Z., Yao, Z., Fisher, G., & Fang, E., 2012. The effect of strategic alliance resource accumulation and process characteristics on new product success: Exploration of international high-tech strategic alliances in China. Industrial Marketing Management, 41 (3): 469–480.Google Scholar
*Mohr, A. T. 2006. A multiple constituency approach to IJV performance measurement. Journal of World Business, 41 (3): 247–260.Google Scholar
Nachum, L., & Zaheer, S. 2005. The persistence of distance? The impact of technology on MNE motivations for foreign investment. Strategic Management Journal, 26 (8): 747–767.Google Scholar
Nahapiet, J., & Ghoshal, S. 1998. Social capital, intellectual capital, and the organizational advantage. Academy of Management Review, 23 (2): 242–266.Google Scholar
Nippa, M., Beechler, S., & Klossek, A. 2007. Success factors for managing international joint ventures: A review and an integrative framework. Management and Organization Review, 3 (2): 277–310.Google Scholar
Oxley, J. E. 1997. Appropriability hazards and governance in strategic alliances: A transaction cost approach. Journal of Law, Economics and Organization, 13 (2): 387–409.Google Scholar
Park, S. H., & Ungson, G. R. 1997. The effect of national culture, organizational complementarity, and economic motivation on joint venture dissolution. Academy of Management Journal, 40 (2): 279–307.Google Scholar
Parkhe, A. 1991. Interfirm diversity, organizational learning, and longevity in global strategic alliances. Journal of International Business Studies, 22 (4): 579–601.Google Scholar
Parkhe, A. 1993. Strategic alliance structuring: A game theoretic and transaction cost examination of interfirm cooperation. Academy of Management Journal, 36 (4):794–829.Google Scholar
Pawlowsky, P., 2001. Management science and organizational learning. In Dierkes, M., Berthoin-Antal, A., Child, J., & Nonaka, I. (Eds.), Handbook of Organizational Learning and Knowledge: 775–793. Oxford: Oxford University Press.Google Scholar
Peng, K. P., & Nisbett, R. E. 1999. Culture, dialectics, and reasoning about contradiction. American Psychologist, 54 (9): 741–754.Google Scholar
Phan, P. H., & Peridis, T. 2000. Knowledge creation in strategic alliances: Another look at organizational learning. Asia Pacific Journal of Management, 17 (2): 201–222.Google Scholar
Puck, J. F., Holtbrügge, D., & Mohr, A. T. 2009. Beyond entry mode choice: Explaining the conversion of joint ventures into wholly owned subsidiaries in the People's Republic of China. Journal of International Business Studies, 40 (4), 388–404.Google Scholar
Ren, H., Gray, B., & Kim, K. 2009. Performance of international joint ventures: What factors really make a difference and how? Journal of Management, 35 (3): 805–832.Google Scholar
Reus, T. H., & Lamont, B. T. 2009. The double-edged sword of cultural distance in international acquisitions. Journal of International Business Studies, 40 (10): 1298–1316.Google Scholar
Reus, T. H., & Rottig, D. 2009. Meta-analyses of international joint venture performance determinants: Evidence for theory, methodological artifacts and the unique context of China. Management International Review, 49 (5): 607–640.Google Scholar
Roberts, K. H., & Boyacigiller, N. 1984. Cross national organizational research: The grasp of the blind men. In Cummings, L. L. & Staw, B. M. (Eds.), Research in Organizational Behavior: 455–488. Greenwich, CT: JAI Press.Google Scholar
Rothaermel, F. T. 2001. Incumbent's advantage through exploiting complementary assets via inter-firm cooperation. Strategic Management Journal, 22 (6–7): 687–699.Google Scholar
Salomon, R., & Martin, X. 2008. Learning, knowledge transfer, and technology implementation performance: A study of time-to-build in the global semiconductor industry. Management Science, 54 (7): 1266–1280.Google Scholar
Shachaf, P. 2008. Cultural diversity and information and communication technology impacts on global virtual teams: An exploratory study. Information and Management, 45 (2): 131–142.Google Scholar
*Shenkar, O., & Li, J. T. 1999. Knowledge search in international cooperative ventures. Organization Science, 10 (2): 134–143.Google Scholar
Shin, S. J., Kim, T. Y., Lee, J. Y., & Bian, L. 2012. Cognitive team diversity and individual team member creativity: A cross-level interaction. Academy of Management Journal, 55 (1): 197–212.Google Scholar
Snedecor, G. W., & Cochran, W. G. 1980. Statistical Methods. Ames, IA: Iowa State University Press.Google Scholar
Spencer-Rodgers, J., Williams, M. J., & Peng, K. P. 2010. Cultural differences in expectations of change and tolerance for contradiction: A decade of empirical research. Personality and Social Psychology Review, 14 (3): 196–312.Google Scholar
Stahl, G. K., & Voigt, A. 2008. Do cultural differences matter in mergers and acquisitions? A tentative model and examination. Organization Science, 19 (1): 160–176.Google Scholar
Studwell, J. 2003. The China Dream: The Elusive Quest for the Greatest Untapped Market on Earth. London: Profile Books.Google Scholar
Tajfel, H. 1982. Social psychology of intergroup relations. Annual Review of Psychology, 33: 1–39.Google Scholar
Tajfel, H., & Turner, J. C. 1985. The social identity theory of intergroup behavior. In Worchel, S. & Austin, W.G. (Eds.), Psychology of Intergroup Relations: 7–24. Chicago: Nelson-Hall.Google Scholar
Teece, D. J. 1986. Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy. Research Policy, 15 (6): 285–305.CrossRefGoogle Scholar
Thorelli, H. 1986. Networks: Between markets and hierarchies. Strategic Management Journal, 7 (1): 37–51.CrossRefGoogle Scholar
Tsang, E. W. K., & Yip, P. S. L. 2007. Economic distance and the survival of foreign direct investments. Academy of Management Journal, 50 (5): 1156–1168.Google Scholar
Tsui, A. S. 2007. From homogenization to pluralism: International management research in the academy and beyond. Academy of Management Journal, 50 (6): 1353–1364.Google Scholar
Walsh, J. 1995. Managerial and organizational cognition: Notes from a trip down memory lane. Organization Science, 6 (3): 280–321 Google Scholar
Wang, H. C., & Qian, C. L. 2011. Corporate philanthropy and corporate financial performance: The roles of stakeholder response and political access. Academy of Management Journal, 54 (6): 1159–1181.Google Scholar
Wiersema, M. F., & Bantel, K. A. 1993. Top management team turnover as an adaptation mechanism: The role of the environment. Strategic Management Journal, 14 (7): 485–504.Google Scholar
*Xu, D., & Lu, J. W., 2007. Technological knowledge, product relatedness and parent control: The effect on IJV survival. Journal of Business Research, 60 (11): 1166–1176.Google Scholar
Xu, D., & Shenkar, O. 2002. Institutional distance and the multinational enterprise. Academy of Management Review, 27 (4): 608–618.Google Scholar
*Yan, A. M., & Gray, B. 2001. Antecedents and effects of parent control in international joint ventures. Journal of Management Studies, 38 (3): 393–416.Google Scholar
Yang, J. Y., Tipton, F. B., & Li, J. T. 2010. A review of foreign business management in China. Asia Pacific Journal of Management, 28 (3): 627–659.Google Scholar
*Yao, Z., Yang, Z., Fisher, G. J., Ma, C. Q., & Fang, E. 2013. Knowledge complementarity, knowledge absorption effectiveness, and new product performance: The exploration of international joint ventures in China. International Business Review, 22 (1): 216–227.Google Scholar
Zeira, Y., & Shenkar, O. 1990. Interactive and specific parent characteristics: Implications for management and human resources in international joint ventures. Management International Review, 30: 7–22.Google Scholar
*Zhan., W., & Chen, R. 2013. Dynamic capability and IJV performance: The effect of exploitation and exploration capabilities. Asia Pacific of Journal of Management, 30 (2): 601–632.Google Scholar
*Zhan, W., & Luo, Y. D., 2008. Performance implications of capability exploitation and upgrading in international joint ventures. Management International Review, 2008, 48 (2): 227–253.Google Scholar
*Zhang, Y., Li, H. Y., Hitt, M. A., & Cui, G. 2007. R&D intensity and international joint venture performance in an emerging market: Moderating effects of market focus and ownership structure. Journal of International Business Studies, 38 (6): 944–960.Google Scholar
*Zhou, C. H., & Li, J. 2008. Product innovation in emerging market-based international joint ventures: An organizational ecology perspective. Journal of International Business Studies, 39 (10): 1114–1132.Google Scholar
Supplementary material: File

Li supplementary material

Translated abstracts

Download Li supplementary material(File)
File 14.2 KB