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The cultural context of learning in international joint ventures

The cultural context of learning in international joint ventures Currently, learning in international joint ventures between developing and developed countries tends to be viewed as a one‐way process, with Western partners assuming superiority in both technology and management. Learning is often dominated by the rational drive to achieve organisational effectiveness without sufficient attention to cultural differences, which has created problems of mutual understanding. In this paper we examine learning processes in Chinese‐Western joint ventures as well as the cultural context where learning is taking place. We argue that improved management of joint ventures lies in the process of collective learning of joint venture partners. To achieve this, it is important for partners from diverse cultures and socio‐economic backgrounds to understand the different modes of managing and organising. We illustrate this with examples from our study of Chinese‐Western joint ventures. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Development Emerald Publishing

The cultural context of learning in international joint ventures

Journal of Management Development , Volume 18 (8): 10 – Nov 1, 1999

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References (14)

Publisher
Emerald Publishing
Copyright
Copyright © 1999 MCB UP Ltd. All rights reserved.
ISSN
0262-1711
DOI
10.1108/02621719910293765
Publisher site
See Article on Publisher Site

Abstract

Currently, learning in international joint ventures between developing and developed countries tends to be viewed as a one‐way process, with Western partners assuming superiority in both technology and management. Learning is often dominated by the rational drive to achieve organisational effectiveness without sufficient attention to cultural differences, which has created problems of mutual understanding. In this paper we examine learning processes in Chinese‐Western joint ventures as well as the cultural context where learning is taking place. We argue that improved management of joint ventures lies in the process of collective learning of joint venture partners. To achieve this, it is important for partners from diverse cultures and socio‐economic backgrounds to understand the different modes of managing and organising. We illustrate this with examples from our study of Chinese‐Western joint ventures.

Journal

Journal of Management DevelopmentEmerald Publishing

Published: Nov 1, 1999

Keywords: Organizational learning; Joint ventures; China; Cross‐cultural management

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