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Determinants of Board Roles in IJVs in China: Control and Collaboration

Xuanli Xie

Jeffrey J. Reuer

Elko Klijn

Emerging Economies and Multinational Enterprises

ISBN: 978-1-78441-740-6, eISBN: 978-1-78441-739-0

Publication date: 24 June 2015

Abstract

Despite the growing interest in IJVs and their governance, systematic research is limited on the board of directors and their roles in international joint ventures in emerging markets. In this study, we draw from corporate governance research that suggests that the levels of control and collaboration by boards are influenced by organizational complexity. While joint ventures possess several similarities compared to unitary firms, they also have unique sources of complexity given the fact that two or more international partners collaborate within JVs under an incomplete contract. Based on a sample of 114 IJVs, we argue and show four separate conditions that influence the functions that boards undertake as well as how control and collaboration as two separate functions are interrelated. Our findings address calls for research to open the black box of what boards actually do as well as to bring corporate governance theory to new organizational forms such as joint ventures.

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Acknowledgements

Acknowledgments

We would like to thank the Associate Editor Laszlo Tihanyi and anonymous reviewers for offering useful insights during the review process. We acknowledge the funding support provided by Guanghua-Cisco Leadership Research Institute and National Science Foundation of China (Grant 71132002).

Citation

Xie, X., Reuer, J.J. and Klijn, E. (2015), "Determinants of Board Roles in IJVs in China: Control and Collaboration", Emerging Economies and Multinational Enterprises (Advances in International Management, Vol. 28), Emerald Group Publishing Limited, Leeds, pp. 235-265. https://doi.org/10.1108/S1571-502720150000028012

Publisher

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Emerald Group Publishing Limited