Perceived fairness, decision control, and commitment in international joint venture management teams

James P. Johnson, M. Audrey Korsgaard, Harry J. Sapienza

Research output: Contribution to journalArticlepeer-review

96 Scopus citations

Abstract

Previous research examining the effectiveness of international joint ventures (IJVs) has focused on differences in the backgrounds and bargaining power of IJV parent firms, while little attention has been given to the IJV itself. This study takes a different perspective by examining the relationship between IJV parent firms and the IJV. Specifically, we examine how IJV and parent involvement in strategic decision-making influences the IJV management team's commitment to the IJV and to the parent firms. We hypothesize that the IJV management team tends to be more committed to the IJV than to the parent firms, and that there is a strong positive relationship between procedural justice, strategic decision control, and organizational commitment. A field study involving 51 IJVs supported our hypotheses. We discuss the implications of organizational commitment and procedural justice for managing IJVs.

Original languageEnglish (US)
Pages (from-to)1141-1160
Number of pages20
JournalStrategic Management Journal
Volume23
Issue number12
DOIs
StatePublished - Dec 1 2002

Keywords

  • Commitment
  • International joint venture
  • Procedural justice

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