Managers in international joint ventures work with resources contributed by investors from multiple nationalities. Fan Wu shows through a series of experimental studies among students and managers from China, South Korea, Germany, and the USA that cultural affinity between the manager and one of the investors and career perspectives with one of the investors are strongly motivating managers to make biased decisions. The two mechanisms can be used to balance each other out in staffing key positions in international joint ventures for optimal control over managerial decisions.

About the author

Dr. Fan Wu received her Ph.D. in Management from the Otto von Guericke University of Magdeburg under the supervision of Prof. Dr. Birgitta Wolff (Chair in International Management).

Bibliographic Information

Book Title: Implicit Incentives in International Joint Ventures
Book Subtitle: An Experimental Study
Authors: Fan Wu
Series Title: International Management Studies
DOI: https://doi.org/10.1007/978-3-8349-7076-3
Publisher: Gabler Verlag Wiesbaden
eBook Packages: Business and Economics, Business and Management (R0)
Copyright Information: Gabler Verlag | Springer Fachmedien Wiesbaden GmbH 2012
Softcover ISBN: 978-3-8349-3235-8Published: 15 November 2011
eBook ISBN: 978-3-8349-7076-3Published: 23 November 2011
Series ISSN: 2626-8833
Series E-ISSN: 2626-8841
Edition Number: 1
Number of Pages: XX, 240
Number of Illustrations: 27 b/w illustrations, 1 illustrations in colour
Topics: Business Strategy/Leadership
Industry Sectors: Aerospace, Automotive, Biotechnology, Chemical Manufacturing, Consumer Packaged Goods, Electronics, Engineering, Finance, Business & Banking, IT & Software, Materials & Steel, Pharma, Telecommunications

Publish with us

Policies and ethics

Implicit Incentives in International Joint Ventures

Overview

Access this book

Other ways to access

Table of contents (7 chapters)

Front Matter

Implicit incentives of international joint venture managers – an introduction

Joint venture manager as a common agency

Expert interviews among Sino-German joint venture and parent firm managers

Cultural affinity of managers of international joint ventures: an experimental study

Career perspective for managers of international joint venture managers: an experimental study

The effects of former acquaintance and work experience: alternative samples

Managerial implications and research outlook

Back Matter

Keywords

About this book

About the author

Bibliographic Information

Publish with us

Search

Navigation