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|Title:||The impact of control on international joint venture performance: A contingency approach||Authors:||Pangarkar, N.
|Issue Date:||2004||Citation:||Pangarkar, N., Klein, S. (2004). The impact of control on international joint venture performance: A contingency approach. Journal of International Marketing 12 (3) : 86-107. ScholarBank@NUS Repository. https://doi.org/10.1509/jimk.126.96.36.199099||Abstract:||The authors hypothesize that the exercise of control increases the performance of international joint ventures only when transaction costs are high and when there are large differences between partners and no prior business relationships. Using survey responses and secondary data, the authors find partial support for a contingent control-performance relationship.||Source Title:||Journal of International Marketing||URI:||http://scholarbank.nus.edu.sg/handle/10635/44388||ISSN:||1069031X||DOI:||10.1509/jimk.188.8.131.52099|
|Appears in Collections:||Staff Publications|
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