000			01549naa a2200205uu 4500
001			0042615300537
003			OSt
005			20190211171227.0
008			100426s2009 xx ||||gr |0|| 0 eng d
100	1		_aCHEN, Dong _939688
245	1	0	_aParent contribution and organizational control in international joint ventures
260			_aBognor Regis : _bWiley-Blackwell, _cNovember 2009
520	3		_aOrganizational 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.
700	1		_aPARK, Seung H. _939689
700	1		_aNEWBURRY, William _939690
773	0	8	_tStrategic Management Journal _g30, 11, p. 1133-1156 _dBognor Regis : Wiley-Blackwell, November 2009 _xISSN 01432095 _w
942			_cS
998			_a20100426 _b1530^b _cDaiane
998			_a20100428 _b1657^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c32604 _d32604
041			_aeng