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HOST‐COUNTRY MANAGERIAL BEHAVIOUR AND LEARNING IN CHINESE AND HUNGARIAN JOINT VENTURES*
Author(s) -
Child John,
Markóczy Livia
Publication year - 1993
Publication title -
journal of management studies
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 4.398
H-Index - 184
eISSN - 1467-6486
pISSN - 0022-2380
DOI - 10.1111/j.1467-6486.1993.tb00318.x
Subject(s) - industrialisation , corporate governance , joint (building) , resistance (ecology) , business , host (biology) , process (computing) , economic system , economics , market economy , finance , biology , operating system , architectural engineering , ecology , computer science , engineering
Close similarities in the behaviour reported of host country managers in Chinese and Hungarian joint ventures have emerged from recent research. an assessment is offered of four perspectives which purport to account for managerial behaviour in these contexts, namely those referring to the system of industrial governance, the nature of industrialization, national culture and resistance to change. the system of industrial governance provides the most direct and comprehensive explanation, and is also linked with influences from national culture and industrialization. the article concludes by examining the modes of host country learning in process within the joint ventures as foreign partners endeavour to change the behaviour of local managers.