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 journalArticlepeer-review

38 Scopus citations

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 - Jan 1 2001
Externally publishedYes

ASJC Scopus subject areas

  • Applied Psychology

Fingerprint Dive into the research topics of 'Role conflict and ambiguity of CEOs in international joint ventures: A transaction cost perspective'. Together they form a unique fingerprint.

Cite this