Parent contribution and organizational control in international joint ventures
By: CHEN, Dong
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Contributor(s): PARK, Seung H | NEWBURRY, William.
Material type: 
ArticlePublisher: Bognor Regis : Wiley-Blackwell, November 2009Strategic Management Journal 30, 11, p. 1133-1156Abstract: Organizational control scholars have recently noted how control use is not singular in organizations, but rather, different types of control are used to achieve different purposes. In international joint ventures (IJVs), we suggest that output, process, and social control are exercised by both foreign and local parent firms. We then hypothesize that a parent firm's usage of these three control types is influenced by its resource contributions. Using a sample of IJVs in China, we find that property-based contribution is linked with output and process control, and knowledge-based contribution is related to process and social control. The results also show differences in control practices between foreign and local parent firms. The findings provide important implications for the design and implementation of control systems in IJVs.
Organizational control scholars have recently noted how control use is not singular in organizations, but rather, different types of control are used to achieve different purposes. In international joint ventures (IJVs), we suggest that output, process, and social control are exercised by both foreign and local parent firms. We then hypothesize that a parent firm's usage of these three control types is influenced by its resource contributions. Using a sample of IJVs in China, we find that property-based contribution is linked with output and process control, and knowledge-based contribution is related to process and social control. The results also show differences in control practices between foreign and local parent firms. The findings provide important implications for the design and implementation of control systems in IJVs.
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