Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Management controls in Sino‐American joint ventures: a comparative case study

Management controls in Sino‐American joint ventures: a comparative case study Studies the characteristics, control and performance of joint ventures producing a model based on four cases. Explains the theory of complementary strategic objectives, and the need for delineating specific transaction costs and management controls under differing cultures. Interviews managers of four Sino‐American Joint Ventures in manufacturing for several years. Finds that the US partner controlled the technology, the Chinese partner wanted to reduce imports and import management and product skills. Focuses on raw material sourcing as a cause of conflict, as well as slow learning and high transaction costs from a poorly controlled system. Points out the keenness for incentive payments among Chinese workers and the reluctance by Chinese managers to have their performance evaluated. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Managerial Finance Emerald Publishing

Management controls in Sino‐American joint ventures: a comparative case study

Peter Chalos; Neale G. O’Connor
Managerial Finance , Volume 24 (5): 14 – May 1, 1998
Download PDF
20 pages

Loading next page...
 
/lp/emerald-publishing/management-controls-in-sino-american-joint-ventures-a-comparative-case-CTeSI0Q8rO

References (26)

Publisher
Emerald Publishing
Copyright
Copyright © 1998 MCB UP Ltd. All rights reserved.
ISSN
0307-4358
DOI
10.1108/03074359810765534
Publisher site
See Article on Publisher Site

Abstract

Studies the characteristics, control and performance of joint ventures producing a model based on four cases. Explains the theory of complementary strategic objectives, and the need for delineating specific transaction costs and management controls under differing cultures. Interviews managers of four Sino‐American Joint Ventures in manufacturing for several years. Finds that the US partner controlled the technology, the Chinese partner wanted to reduce imports and import management and product skills. Focuses on raw material sourcing as a cause of conflict, as well as slow learning and high transaction costs from a poorly controlled system. Points out the keenness for incentive payments among Chinese workers and the reluctance by Chinese managers to have their performance evaluated.

Journal

Managerial Finance – Emerald Publishing

Published: May 1, 1998

Keywords: China; Corporate culture; Joint ventures; USA

There are no references for this article.