This study compares the control-performance relationship for foreign versus local parents in international joint ventures in China. Transaction cost analysis is found more applicable to foreign than to Chinese parents. Both overall and specific controls are associated with performance for...

This article applies the dialectical logic of loose coupling to interpartner exchanges in order to analyze the dynamics of global strategic alliances. We develop a typology of control and cooperation that defines alliance states or situations according to their level of cooperation under private...

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...

We analyze the impact of language-based gender distinctions within languages’ grammatical structures on women’s corporate presence. Using four different data sets, we find that countries where the dominant language marks gender more intensely have significantly lower female participation on...

In a departure from prior studies presuming a beneficial experience effect in foreign direct investment (FDI), the present paper examines the conditions under which FDI experience may actually harm subsequent subsidiaries. We argue that multinational enterprises (MNEs) may draw erroneous...

We hypothesize that expatriate deployment is a control function predicted by home country culture dimensions with transaction cost and agency repercussions (rather than culture in the aggregate). This departure from the traditional conceptualization and measurement of cultural impact also yields...

Cultural distance is a widely used construct in international business, where it has been applied to foreign investment expansion, entry mode choice, and the performance of foreign invested affiliates, among others. The present paper presents a critical review of the cultural distance construct,...

My 2001 article provided a critical review of one of the most popular constructs in international business, and in the management and business literature as a whole, namely cultural distance. It listed various illusions, implicit yet unsubstantiated and refutable assumptions that underpinned a...

This study examines the organizational and personal correlates of role conflict and role ambiguity of chief executive officers heading international joint ventures. Role conflict was found to be lower when the number of parent firms was higher and when the CEO had spent more years with the...

This article analyzes patterns of country coverage in the Journal of International Business Studies during the twenty-five years of its existence. The analysis shows a substantial expansion in the journal's geographic reach over the years, but also a somewhat narrow “mental map,” with may...