Risk perception and post-formation governance in international joint ventures in Taiwan: The perspective of the foreign partner
This paper draws on a risk analysis framework in order to develop a systematic understanding of the risks perceived by partners, and to investigate the implications of risk perception for the configuration of control, in the post-formation governance of international joint ventures. The key variables in this framework consist of six situational factors which are considered as potential antecedents of perceived risk: conflict, opportunism, cultural difference, dependence, partner fit, and ownership share; partner's perception of risk; and post-formation governance as a set of outcome variables. The framework is tested using a sample of international joint ventures located in Taiwan. The findings show that conflicts between partners, opportunistic behavior by the local partner, cultural differences, and perceived partner misfit are related to foreign partners' risk perceptions. This study suggests that when foreign partners face likely performance and partnership risks after an IJV is established, they tend to resort to tighter post-formation governance measures in order to increase or maintain their confidence in their joint ventures.
|Keywords||Adaptation, Control, International joint ventures, Post-formation dynamics, Risk perception|
|Persistent URL||dx.doi.org/10.1016/j.intman.2010.06.007, hdl.handle.net/1765/20083|
|Journal||Journal of International Management|
Hsieh, L.H.Y, Rodrigues, S.B, & Child, J. (2010). Risk perception and post-formation governance in international joint ventures in Taiwan: The perspective of the foreign partner. Journal of International Management, 16(3), 288–303. doi:10.1016/j.intman.2010.06.007