Bringing corporate governance to international joint ventures
Large gaps appear to exist between the evolving corporate governance practices of organizations and those of international joint ventures (IJVs). Some of these gaps might well be appropriate given some of the unique features of IJVs, while others might require new consideration and attention by organizations engaged in alliances. The expansive literatures on corporate governance and IJVs have developed separately from one another, and there are important opportunities to combine them. We argue that a need exists for a new generation of IJV governance research that considers IJVs' boards of directors as well as other dimensions of governance. We highlight some research opportunities that are illustrative for the research agenda that we are calling for that builds bridges between the literatures on corporate governance and IJVs.
|Keywords||corporate governance, joint ventures|
|Persistent URL||dx.doi.org/10.1111/j.2042-5805.2011.00007.x, hdl.handle.net/1765/31296|
|Series||ERIM Article Series (EAS)|
|Journal||Global Strategy Journal|
Reuer, J.J, van den Bosch, F.A.J, Klijn, E, & Volberda, H.W. (2011). Bringing corporate governance to international joint ventures . Global Strategy Journal, 1(1-2), 54–66. doi:10.1111/j.2042-5805.2011.00007.x