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Long-term orientation and international joint venture strategies in modern China

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journal contribution
posted on 09.07.2014, 12:45 by Trevor Buck, Xiaohui Liu, Ursula Ott
Does high long-term orientation (LTO) as a distinctive feature of Chinese and Asian national culture still influence modern business decisions? It is difficult to answer this question when any such cultural impact must be qualified by the influence of local Chinese institutions. We study, therefore, different nationalities of international joint ventures (IJVs) within the same institutional setting of China. With foreign partners distanced from their national institutions, this isolates any cultural influence on strategies. We report that strategic commitment does indeed seem to be higher in IJVs with overseas Chinese and other Asian partners, but this conclusion is not general, and is limited to the subset of human resource strategies. © 2010 Elsevier Ltd.

History

School

  • Business and Economics

Department

  • Business

Published in

International Business Review

Volume

19

Issue

3

Pages

223 - 234

Citation

BUCK, T., LIU, X. and OTT, U.F., 2010. Long-term orientation and international joint venture strategies in modern China. International Business Review, 19 (3), pp. 223 - 234

Publisher

© Elsevier

Version

AM (Accepted Manuscript)

Publication date

2010

Notes

This is the author’s version of a work that was accepted for publication in International Business Review. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in International Business Review, vol. 19, issue 3, pp. 223–234, 2010, DOI: 10.1016/j.ibusrev.2009.12.005

ISSN

0969-5931

Language

en

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