Human Resource Collaboration Issues in International Joint Ventures: A Study of US-Japanese Auto Supply IJVs

摘要: Abstract * One view of international joint ventures (IJVs) is that they represent a continuous negotiation interests between parent organizations. Success or failure depends in large part, therefore, upon the collaborative attitudes held by those involved with ongoing operation IJV. Based on survey and follow-up interviews US participants US-based Japanese companies auto supply industry, paper considers influence several context interaction variables IJV participants. Implications findings are discussed. Key Results study indicate strongest if it not filtered through concerns associated participant's specific tasks responsibilities. also suggest when basic level communication has already been established. Introduction Since times merchants Ancient Egypt Mesopotamia who formed alliances to conduct overseas trade, have come long way. Today ventures, which involve creation new entity at least two legally distinct organizations (the parents) undertake productive economic activity, perhaps most potent business format global arena (Demir-bag/Mirza 2000, Yavas/Eroglu/Eroglu 1994). While mitigating incentives for opportunism creating interdependence transacting parties Buckley/Casson 1988), help firms cope effectively competitive technological challenges inherent today's dynamic continuously evolving environment (Perlmutter/Heenan 1986, Geringer 1991) enable them reduce risk, attain economies scale, overcome government-mandated investment barriers, pool/exchange complementary technologies other resources (Moxon/Geringer 1985, Porter/Fuller Contractor/Lorange 1988, Kogut Harrigan 1988). As as benefits derived from efforts minus transaction costs formation venture exceed exploiting firm-specific advantages separately, creates synergies enhances rents partners (Beamish/Banks 1987) more attractive entry choice mode than wholly owned subsidiary (Makino/Neupert 2000). Despite such potential benefits, without their shortcomings limitations. In fact, while these partnerships highly publicized, estimates unsatisfactory performance (defined this different countries) range 37% 70% (Geringer/Hebert 1991), many fall short expectations and/or disbanded prematurely (Harrigan 1984). The increasing popularity (IJVs), coupled less satisfactory success rates, led researchers scrutinize arrangements closely studies understand factors contributing (Reuer Prior show influenced commitment brought partners, control exercised socio-cultural distance among whether partner government sector private organization, characteristics products services, R&D advertising intensity, amount ties (whether licensing agreements), import penetration, host country's political system, development, legal policy foreign and, tax codes (for excellent reviews, see: Demirbag/Mirza Hu/Chen 1996). focusing macro-level structural determinants success/failure enlightening provide prescriptive guidelines initial development enterprise, far research attention directed toward considering micro-level behavioral dimensions joint-venture management. …