How do the Chinese and Japanese manage their joint ventures?: a comparative perspective

Abstract

Studies of international joint ventures (IJVs) in China continue to accumulate. Many were originally informed from various historical, economic, political, sociological, and geographical perspectives. More recently, international management theory and research has made some progress. Attention may likewise switch from the initial founding of I.lVs towards their subsequent operation and management and eventual maturation. In addition, it will become more possible to compare different international approaches and perspectives upon such. For that reason, this study seeks to explore and explain why conflicting interests arise in Japanese Affiliated Enterprises (JAEs) in China and how Chinese and Japanese perspectives differ. It therefore applies a theoretical model of IJV founding and development derived from the works of Harrigan, Parkhe and others to a sample of eighty-one JAEs and four short case studies. It concentrates upon the variables of founding motives, partner selection, control and conflict, performance, and investment environment and places their development into an overall context. A range of historical, economic, political, cultural, and personality factors are identified in the process and future developmental/research possibilities specified.