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Parent contribution and organizational control in international joint ventures
Author(s) -
Chen Dong,
Park Seung Ho,
Newburry William
Publication year - 2009
Publication title -
strategic management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 11.035
H-Index - 286
eISSN - 1097-0266
pISSN - 0143-2095
DOI - 10.1002/smj.784
Subject(s) - control (management) , sample (material) , business , process (computing) , china , industrial organization , joint (building) , social control , marketing , resource (disambiguation) , economics , management , computer science , engineering , sociology , political science , architectural engineering , social science , chemistry , chromatography , law , operating system , computer network
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.