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    International Joint Venture (IJV) Control Design: A Case Study of an Emerging Market IJV

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    PhD Thesis (1.998Mb)
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    Publication date
    2019
    Author
    Ekpo, Itoro U.
    Supervisor
    Wang, Chengang
    Owens, Martin D.
    Chu, Irene
    Keyword
    International Joint Venture (IJV)
    Control mechanism
    Formal control
    Social control
    Foreign partner
    Local partner
    Emerging market
    Rights
    Creative Commons License
    The University of Bradford theses are licenced under a Creative Commons Licence.
    Institution
    University of Bradford
    Department
    Faculty of Management, Law and Social Science
    Awarded
    2019
    
    Metadata
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    Abstract
    This study aims to explore the various factors that influence the international joint venture (IJV) parent firms to use a specific control mechanism in an emerging market (EM). The study adopted a single case study design involving an IJV between a Nigerian firm as the local partner and a Chinese firm as the foreign partner. Data was collected through twenty semi structured interviews from both the parent firms and the IJV; and complemented by observations of the IJV activities, relevant information from newspapers; magazines; company brochures and newsletters; and website of the parent firms, IJV and the government regulating body. The study revealed that the design of formal and social control is influenced by a range of factors identified in the literature. This includes resource contribution and bargaining power, previous experience of the IJV managers, knowledge transfer, trust-building, environmental uncertainty, and institutional forces. In contrast to findings from existing studies, this study also reveals that a combination of factors can influence the use of a particular control mechanism. By examining the types of control exercised by each partner and the antecedent of each control type, this study complements prior research by incorporating insights from transaction cost theory, resource dependency theory, social exchange theory, institutional theory and organisational lerning perspective to provide a more integrative explanation of IJV control design. Specifically, it explains how one partner develops certain types of formal and social control according to its individual resource contribution and dependency and can adjust controls to achieve its various objectives.
    URI
    http://hdl.handle.net/10454/18776
    Type
    Thesis
    Qualification name
    PhD
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