دانلود رایگان مقاله موقعیت مالکیت در سرمایه گذاری مشترک بین المللی

ABSTRACT

In this study, we investigate the relationship between ownership control position, national culture, and selection of conflict resolution strategies (CRS) of multinational corporations (MNCs) in their attempts to solve conflicts with local partners in international joint ventures (IJVs). The empirical evidence is based on a survey of 89 Nordic MNCs. The results show that MNCs select their CRS depending on their national culture and their ownership control position in IJVs. In addition, interesting results were found related to the interaction effects on the choice of CRS of national culture and ownership control position as well as of the trust between partners and national culture.

6. Contributions and implications

6.1. Contributions Regarding conflicts in IJVs, most previous studies focus on answering the question of why conflicts occur in IJVs and what are the relationships between partners’ conflicts and IJV performance. There have been just a few studies that have tried to find out what strategies firms use to solve conflicts with their partners in one country or one group of countries, or under the influence of one constructional dimension (e.g. one cultural dimension as in Boros et al., 2010). This study extends previous studies in five different ways. First, previous studies analyzed the influence of control power in the selection of CRS as a whole (e.g. White et al., 2007); in our study we divided control power into three positions which are dominant, equal, and dominated control power. Second, most previous studies in the field analyze CRS choices using only one constructional dimension, for example one cultural dimension (Boros et al., 2010; Lin & Germain, 1998; Lu, 2006), while our study analyzes multiple constructional dimensions including five cultural dimensions and three control power positions. Third, our study is one of the first to analyze the interaction effect among different constructional dimensions (e.g. control power position  cultural dimension; trust  cultural dimension). Fourth, in our study we confirm some of the influencing factors on CRS from previous studies such as the role of trust, age of IJV relationship, and business relatedness between foreign parent firms and IJVs. Finally, our data set is unique because it was made of management information from Nordic MNCs and it differs from all previous studies, where most data were collected from American, Japanese.