Determinants of board roles in IJVs in china: Control and collaboration

Research output: Contribution to JournalReview articleAcademicpeer-review

Abstract

Despite the growing interest in IJVs and their governance, systematic research is limited on the board of directors and their roles in international joint ventures in emerging markets. In this study, we draw from corporate governance research that suggests that the levels of control and collaboration by boards are influenced by organizational complexity. While joint ventures possess several similarities compared to unitary firms, they also have unique sources of complexity given the fact that two or more international partners collaborate within JVs under an incomplete contract. Based on a sample of 114 IJVs, we argue and show four separate conditions that influence the functions that boards undertake as well as how control and collaboration as two separate functions are interrelated. Our findings address calls for research to open the black box of what boards actually do as well as to bring corporate governance theory to new organizational forms such as joint ventures.

Original languageEnglish
Pages (from-to)235-265
Number of pages31
JournalAdvances in International Management
Volume28
DOIs
Publication statusPublished - 2015

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China
Board roles
Joint ventures
Corporate governance
Board of directors
New organizational forms
Organizational complexity
Incomplete contracts
Governance theory
Black box
Emerging markets
Governance
International joint ventures

Keywords

  • Board of directors
  • Corporate governance
  • Emerging markets
  • International joint venture

Cite this

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title = "Determinants of board roles in IJVs in china: Control and collaboration",
abstract = "Despite the growing interest in IJVs and their governance, systematic research is limited on the board of directors and their roles in international joint ventures in emerging markets. In this study, we draw from corporate governance research that suggests that the levels of control and collaboration by boards are influenced by organizational complexity. While joint ventures possess several similarities compared to unitary firms, they also have unique sources of complexity given the fact that two or more international partners collaborate within JVs under an incomplete contract. Based on a sample of 114 IJVs, we argue and show four separate conditions that influence the functions that boards undertake as well as how control and collaboration as two separate functions are interrelated. Our findings address calls for research to open the black box of what boards actually do as well as to bring corporate governance theory to new organizational forms such as joint ventures.",
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Determinants of board roles in IJVs in china : Control and collaboration. / Xie, Xuanli; Reuer, Jeffrey J.; Klijn, Elko.

In: Advances in International Management, Vol. 28, 2015, p. 235-265.

Research output: Contribution to JournalReview articleAcademicpeer-review

TY - JOUR

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AB - Despite the growing interest in IJVs and their governance, systematic research is limited on the board of directors and their roles in international joint ventures in emerging markets. In this study, we draw from corporate governance research that suggests that the levels of control and collaboration by boards are influenced by organizational complexity. While joint ventures possess several similarities compared to unitary firms, they also have unique sources of complexity given the fact that two or more international partners collaborate within JVs under an incomplete contract. Based on a sample of 114 IJVs, we argue and show four separate conditions that influence the functions that boards undertake as well as how control and collaboration as two separate functions are interrelated. Our findings address calls for research to open the black box of what boards actually do as well as to bring corporate governance theory to new organizational forms such as joint ventures.

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