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Functional Control, Conflict, and Joint Venture Performance

Directory : Faculty : Intellectual Contributions

Intellectual Contribution by Yikuan Lee

Contribution Title

Functional Control, Conflict, and Joint Venture Performance

Conference

2002 AIB (Academy of International Business) conference, Shanghai China.

Year

2002

Description

The present study examines the issue of control and conflict as they effect performance in international joint ventures. Both control and conflict have been observed with negative and positive effects by various international joint venture studies. While some of the counter-intuitive results were case based and perhaps idiosyncratic, several larger empirical studies also presented conflicting results.

In this study, both control and conflict are elaborated in a disjoint manner. U.S.-China joint ventures are examined and a more granular tripartite empirical and conceptual explanation of conflict/performance and control/performance is offered. The study then offers replications using Japan-China and Korea-China joint ventures.

As expected the elaboration of specific types of conflict and control add diverse explanatory power to the study of joint venture performance. However, the explanations derived are rather complex and yet offer several insights into the previously conflicting interpretations of the effects of control and conflict on international joint venture performance.

Key Words: Function-level control, Function-level conflict, International joint ventures

Complete Citation

"Functional Control, Conflict, and Joint Venture Performance," co-authored with Roger Calantone, Stewart Miller, Proceedings of the 2002 AIB (Academy of International Business) conference, Shanghai China.

Website

See Faculty: Yikuan Lee

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