Role conflict and ambiguity of CEOs in international joint ventures: A transaction cost perspective

Yaping Gong, Oded Shenkar, Yadong Luo, Mee Kau Nyaw

Research output: Contribution to journalArticle

Abstract

Insights from transaction cost economics were used to study the boundary conditions underlying the role conflict and ambiguity of 265 CEOs in Chinese-based international joint ventures. Role conflict and ambiguity were lower when the contract between parents was more complete. Contract completeness fully mediated the effects of parent objective gap and parent formalization on role ambiguity but only partially so in the case of role conflict. Role conflict was lower when the foreign parent was dominant in the venture but higher when the local parent was dominant. Role conflict and ambiguity were inversely related to cultural distance. Neither construct had a detrimental effect on international joint venture performance. Implications for role theory are discussed.

Original languageEnglish (US)
Pages (from-to)764-773
Number of pages10
JournalJournal of Applied Psychology
Volume86
Issue number4
DOIs
StatePublished - Aug 2001
Externally publishedYes

Fingerprint

Hospital-Physician Joint Ventures
Costs and Cost Analysis
Contracts
Parents
Economics
Conflict (Psychology)

ASJC Scopus subject areas

  • Applied Psychology

Cite this

Role conflict and ambiguity of CEOs in international joint ventures : A transaction cost perspective. / Gong, Yaping; Shenkar, Oded; Luo, Yadong; Nyaw, Mee Kau.

In: Journal of Applied Psychology, Vol. 86, No. 4, 08.2001, p. 764-773.

Research output: Contribution to journalArticle

@article{5418bb4c5d5e4a659b7dc16ca13f906f,
title = "Role conflict and ambiguity of CEOs in international joint ventures: A transaction cost perspective",
abstract = "Insights from transaction cost economics were used to study the boundary conditions underlying the role conflict and ambiguity of 265 CEOs in Chinese-based international joint ventures. Role conflict and ambiguity were lower when the contract between parents was more complete. Contract completeness fully mediated the effects of parent objective gap and parent formalization on role ambiguity but only partially so in the case of role conflict. Role conflict was lower when the foreign parent was dominant in the venture but higher when the local parent was dominant. Role conflict and ambiguity were inversely related to cultural distance. Neither construct had a detrimental effect on international joint venture performance. Implications for role theory are discussed.",
author = "Yaping Gong and Oded Shenkar and Yadong Luo and Nyaw, {Mee Kau}",
year = "2001",
month = "8",
doi = "10.1037//0021-9010.86.4.764",
language = "English (US)",
volume = "86",
pages = "764--773",
journal = "Journal of Applied Psychology",
issn = "0021-9010",
publisher = "American Psychological Association Inc.",
number = "4",

}

TY - JOUR

T1 - Role conflict and ambiguity of CEOs in international joint ventures

T2 - A transaction cost perspective

AU - Gong, Yaping

AU - Shenkar, Oded

AU - Luo, Yadong

AU - Nyaw, Mee Kau

PY - 2001/8

Y1 - 2001/8

N2 - Insights from transaction cost economics were used to study the boundary conditions underlying the role conflict and ambiguity of 265 CEOs in Chinese-based international joint ventures. Role conflict and ambiguity were lower when the contract between parents was more complete. Contract completeness fully mediated the effects of parent objective gap and parent formalization on role ambiguity but only partially so in the case of role conflict. Role conflict was lower when the foreign parent was dominant in the venture but higher when the local parent was dominant. Role conflict and ambiguity were inversely related to cultural distance. Neither construct had a detrimental effect on international joint venture performance. Implications for role theory are discussed.

AB - Insights from transaction cost economics were used to study the boundary conditions underlying the role conflict and ambiguity of 265 CEOs in Chinese-based international joint ventures. Role conflict and ambiguity were lower when the contract between parents was more complete. Contract completeness fully mediated the effects of parent objective gap and parent formalization on role ambiguity but only partially so in the case of role conflict. Role conflict was lower when the foreign parent was dominant in the venture but higher when the local parent was dominant. Role conflict and ambiguity were inversely related to cultural distance. Neither construct had a detrimental effect on international joint venture performance. Implications for role theory are discussed.

UR - http://www.scopus.com/inward/record.url?scp=0035432386&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=0035432386&partnerID=8YFLogxK

U2 - 10.1037//0021-9010.86.4.764

DO - 10.1037//0021-9010.86.4.764

M3 - Article

C2 - 11519659

VL - 86

SP - 764

EP - 773

JO - Journal of Applied Psychology

JF - Journal of Applied Psychology

SN - 0021-9010

IS - 4

ER -