TY - JOUR
T1 - Does culture affect behavior and performance of firms? The case of joint ventures in China
AU - LI, Ji
AU - Lam, Kevin
AU - Qian, Gongming
N1 - Funding Information:
*Ji Li (Ph.D. in Management,U niversity of Toronto) is an Assistant Professor in the Depart- ment of Management at the Hong Kong Baptist University. His research interests include cross-cultural management issues and international business. **Kevin Lam (Ph.D. University of Toronto) is an Assistant Professor in the School of Accoun-tancy, the Chinese University of Hong Kong. His research interests include international accounting and performance measurement in the international settings. ***Gongming Qian (Ph.D., Lancaster University) is an Associate Professor of Management at the Chinese University of Hong Kong. His interests include international competitiveness, global strategy and performance, and entrepreneurship. We would like to thank the editor and the two anonymous reviewers for their very constructive comments on earlier drafts of this article. This research was partially supported a grant from Hong Kong Baptist University (FRG/98-99/II-88) and a direct grant from the Chinese University
PY - 2001/3
Y1 - 2001/3
N2 - This study applies a resource-based view of the firm to analyze data from a sample of 898 joint-venture firms in China, including both joint ventures established by overseas Chinese and by firms from Western cultures. It is hypothesized that culture could influence the timing of entry of joint ventures, their investment preferences, and performance. ANOVAs and regressions were conducted, and the results suggest the impact of cultural as well as technological resources. This paper concludes with a discussion on the implications of the findings.
AB - This study applies a resource-based view of the firm to analyze data from a sample of 898 joint-venture firms in China, including both joint ventures established by overseas Chinese and by firms from Western cultures. It is hypothesized that culture could influence the timing of entry of joint ventures, their investment preferences, and performance. ANOVAs and regressions were conducted, and the results suggest the impact of cultural as well as technological resources. This paper concludes with a discussion on the implications of the findings.
UR - http://www.scopus.com/inward/record.url?scp=0035586711&partnerID=8YFLogxK
U2 - 10.1057/palgrave.jibs.8490941
DO - 10.1057/palgrave.jibs.8490941
M3 - Journal article
AN - SCOPUS:0035586711
SN - 0047-2506
VL - 32
SP - 115
EP - 131
JO - Journal of International Business Studies
JF - Journal of International Business Studies
IS - 1
ER -