A comparative analysis of performance assessment: International joint venture managers versus regional headquarters managers

Yoram Zeira; Orly Yeheskel; William Newburry

doi:10.1080/0958519042000192898

A comparative analysis of performance assessment: International joint venture managers versus regional headquarters managers

Yoram Zeira, Orly Yeheskel, William Newburry

Research output: Contribution to journal › Article › peer-review

Abstract

This paper examines a relatively unexplored dimension within the IHRM literature: whether JV CEOs and representatives of their foreign parents' regional headquarters differ in their evaluations of JV effectiveness. This study is based upon a sample of 153 JVs located in China. Existing theories suggest an alternate rationale detailing why the evaluations of JV managers and their foreign parent companies should differ and why they should be similar. Our investigation generally finds that evaluations are similar, with some differentiation occurring when our sample is divided by JV age and by JV industry. Overall, the results suggest that isomorphic forces may exist between managers of JVs and managers of their foreign parents in the JV system.

Original language	English
Pages (from-to)	670-687
Number of pages	18
Journal	International Journal of Human Resource Management
Volume	15
Issue number	4-5
DOIs	https://doi.org/10.1080/0958519042000192898
State	Published - 2004
Externally published	Yes

Keywords

China
Effectiveness
International joint venture

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10.1080/0958519042000192898

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AB - This paper examines a relatively unexplored dimension within the IHRM literature: whether JV CEOs and representatives of their foreign parents' regional headquarters differ in their evaluations of JV effectiveness. This study is based upon a sample of 153 JVs located in China. Existing theories suggest an alternate rationale detailing why the evaluations of JV managers and their foreign parent companies should differ and why they should be similar. Our investigation generally finds that evaluations are similar, with some differentiation occurring when our sample is divided by JV age and by JV industry. Overall, the results suggest that isomorphic forces may exist between managers of JVs and managers of their foreign parents in the JV system.

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A comparative analysis of performance assessment: International joint venture managers versus regional headquarters managers

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Keywords

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