Multi-cultural leadership teams and organizational identification in international joint ventures

Li, J and Xin, K and Pillutla, M (2002) Multi-cultural leadership teams and organizational identification in international joint ventures. The International Journal of Human Resource Management, 13 (2). pp. 320-337. ISSN 0958-5192

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Abstract

Many international joint ventures (IJVs) fare poorly. An important factor is that members of an IJV top management team (TMT), which generally comprises people from different cultures, often find it difficult to work together. In this paper we argue that social identity theory and organizational identification processes can help us understand why this is so. We propose that factionalism in a TMT is a significant hazard posed by member identification with different parents. In addition, identification with both the IJV and a parent firm can lead to significant role conflict for IJV top managers. Factionalism and role conflict in turn can result in poor intra-TMT communications and inefficient decision making. Literature in social identity theory and organizational identification suggests that the relative status and power of parents as well as successes of IJVs can affect TMT members' identification with the IJV or the parent company.

Affiliation: Indian School of Business
ISB Creiators:
ISB Creators
ORCiD
Pillutla, M
https://orcid.org/ 0000-0001-5529-5094
Item Type: Article
Additional Information: The research article was published by the author with the affiliation of London Business School
Uncontrolled Keywords: International Joint Ventures, Top Management Team, Social Identity Theory
Subjects: Organization Behavior
Depositing User: Gurusrinivasan K
Date Deposited: 26 Sep 2021 16:50
Last Modified: 26 Sep 2021 16:50
URI: https://eprints.exchange.isb.edu/id/eprint/1572
Publisher URL: https://doi.org/10.1080/09585190110103043
Publisher OA policy: https://v2.sherpa.ac.uk/id/publication/5409?template=romeo
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