building effective international joint venture leadership：建立有效的国际合资领导.Image.Marked.pdf

Building Effective International Joint Venture Leadership Teams in China Jiatao Li Katherine R. Xin Anne Tsui Donald C. Hambrick An overlooked factor affecting the success or failure of international joint ventures is the effectiveness of the leadership teams put in charge. In this paper, we analyze the special features of leadership teams in Chinese-foreign joint ventures and identify ways to improve their effectiveness. We identify five key elements of the IJV leadership team—composition, process, structure, incentives, and the leader’s behaviors—that have important implications for IJV success. Our analysis is based on the literature on top management teams, cross-cultural behavior, international joint ventures, and our own in-depth interviews with leadership teams from international joint ventures in China. Since the “reopening” of China for tinationals have formed dozens of joint business in 1978, joint ventures ventures, often with different partners. have been the most frequent entry mode Unilever, for example, had over a dozen for overseas Chinese entrepreneurs, joint ventures in China in 1995 and small and medium-sized international announced plans to expand to 20 JVs by firms, and leading multinational compa- the year 2000 (Ayala Lai, 1996). nies who want to do business in this Unfortunately, international joint ven- burgeoning economy. The largest mul- tures (IJVs), including those in China, are exceedingly difficult to manage, often leading to parent dissatisfaction and high Jiatao Li, Depar