Human resources and international joint venture performance : a system perspective

Yaping GONG, Oded SHENKAR, Yadong LUO, Mee Kau NYAW

Research output: Journal PublicationsJournal Article (refereed)

45 Citations (Scopus)

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.
Original languageEnglish
Pages (from-to)505-518
Number of pages14
JournalJournal of International Business Studies
Volume36
Issue number5
DOIs
Publication statusPublished - 1 Sep 2005

Fingerprint

Personnel
System theory
Systems perspective
Human resources
Venture
Joint venture performance
International joint ventures
Subsystem
China
Hierarchical regression
General systems theory

Bibliographical note

Paper presented at the 62nd Annual Meeting of the Academy-of-Management, Aug 09-11, 2002, Denver, Colorado.

Keywords

  • General systems theory
  • Human resources
  • International joint venture

Cite this

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title = "Human resources and international joint venture performance : a system perspective",
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Human resources and international joint venture performance : a system perspective. / GONG, Yaping; SHENKAR, Oded; LUO, Yadong; NYAW, Mee Kau.

In: Journal of International Business Studies, Vol. 36, No. 5, 01.09.2005, p. 505-518.

Research output: Journal PublicationsJournal Article (refereed)

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T1 - Human resources and international joint venture performance : a system perspective

AU - GONG, Yaping

AU - SHENKAR, Oded

AU - LUO, Yadong

AU - NYAW, Mee Kau

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N2 - 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.

AB - 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.

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KW - Human resources

KW - International joint venture

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