Read more
Managers in international joint ventures work with resources contributed by investors from multiple nationalities. Fan Wu shows through a series of experimental studies among students and managers from China, South Korea, Germany, and the USA that cultural affinity between the manager and one of the investors and career perspectives with one of the investors are strongly motivating managers to make biased decisions. The two mechanisms can be used to balance each other out in staffing key positions in international joint ventures for optimal control over managerial decisions.
List of contents
Implicit Incentives of International Joint Venture
Joint Venture Managers as a Common Agency
Expert Interviews among Sino-German Joint Venture and Parent Firm Managers
Cultural Affinity of Managers of International Joint Ventures
Career Perspectives for Managers of International Joint Ventures
The Effects of Former Acquaintance and Work Experience
About the author
Dr. Fan Wu received her Ph.D. in Management from the Otto von Guericke University of Magdeburg under the supervision of Prof. Dr. Birgitta Wolff (Chair in International Management).
Summary
Managers in international joint ventures work with resources contributed by investors from multiple nationalities. Fan Wu shows through a series of experimental studies among students and managers from China, South Korea, Germany, and the USA that cultural affinity between the manager and one of the investors and career perspectives with one of the investors are strongly motivating managers to make biased decisions. The two mechanisms can be used to balance each other out in staffing key positions in international joint ventures for optimal control over managerial decisions.
