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首页> 外文期刊>Asia Pacific journal of management >Organizational culture and partner interaction in the management of international joint ventures in India
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Organizational culture and partner interaction in the management of international joint ventures in India

机译:印度国际合资企业管理中的组织文化和合作伙伴互动

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摘要

Different from previous research that focused on the formation phase of partnering processes in joint ventures, this study focuses on the post-formation phase and argues that partner interaction processes of communication, cooperation, and conflict resolution play a key role in the implementation and management of joint ventures. We examine how organizational culture differences (OCD) and integration acculturation strategy (IAS) affect international joint venture (IJV) performance through the mediation of partner interaction processes. We develop hypotheses and test them by survey data from 202 executives of IJVs in India. The results suggest that the interaction processes fully mediate the negative effect of OCD but partially mediate the positive effect of IAS on partners' satisfaction with the joint venture performance. We discuss the implication of these findings for research and practice on post-formation management of IJVs.
机译:与以前的研究专注于合资企业中的合作伙伴关系形成阶段的研究不同,本研究关注于形成后阶段,并指出,合作伙伴在沟通,合作和解决冲突方面的互动过程在实施和管理中起着关键作用。合资企业。我们研究了组织文化差异(OCD)和整合适应策略(IAS)如何通过合作伙伴交互过程的中介影响国际合资企业(IJV)的绩效。我们建立假设并通过对印度202家合资企业高管的调查数据进行检验。结果表明,互动过程完全调解了强迫症的负面影响,但部分调解了国际会计准则对合作伙伴对合资企业绩效的满意度的正面影响。我们讨论这些发现的含义对IJV的后期形成管理的研究和实践。

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