#International joint venture how to#
Practical implications – The paper provides managers with guidelines on how to cope with cultural distance issues when dealing with IJVs’ partnership processes (negotiating terms, managing the IJV, transferring and managing knowledge to the IJV). What kind of impacts does cultural distance have on IJVs’ knowledge management? Which is the role of national and organizational culture in affecting IJVs? Do they have a direct or mediated influence on IJVs’ knowledge management? There is still a lot of debate about these questions and a deeper knowledge of how national and organizational culture are interrelated and affect IJVs’ knowledge management processes is therefore needed.
Originality/value – There is still a lack of consensus about the exact nature of the relationship between cultural differences and IJVs’ knowledge management. In order to provide a more systematic visualization and comparison of all the cases at once, a meta-matrix by categories and research questions was also displayed. We performed cases analysis following a four-step method: within-case analysis, data reduction, cross-case analysis, and conclusion drawing/verification. We used multiple sources of evidence: interviews, field observations, and internal document analysis. Design/methodology/approach – We adopted a cross-case analysis, based on an embedded case study (the IJVs of the Generali Group in China with China National Petroleum Corporation and in India with Future Group). The establishment of an international joint venture (IJV) as an entry mode when firms seek to expand overseas is a topic that has been widely considered in international marketing research, drawing on theories, such as transaction cost economics (TCE) and the real options perspective (e.g. A joint venture (often abbreviated JV) entails establishing a firm that is jointly owned by two or more otherwise independent firms which undertake economic. The main aim of this study is to fill this gap in the literature, by investigating how the dynamics of national and organizational culture influence knowledge management processes in IJVs operating in a cross-cultural business environment. Second, how and why national and organizational culture affect IJV’s knowledge management remain vague. First, the influence of cultural differences on IJV’s knowledge management has generated contradictory results. From a systems perspective, IJVs offer several kinds of complexity which may contribute. Purpose – The role played by cultural distance in affecting IJVs’ knowledge management is not well understood as there is still a lack of consensus among the main literature. However, international joint ventures may fail, and HRM plays an important role in their success or failure.
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