Role Conflict and Ambiguity of CEOs in International Joint Ventures: A Transaction Cost Perspective

Insights from transaction cost economics were used to study the boundary conditions underlying the role conflict and ambiguity of 265 CEOs in Chinese-based international joint ventures. Role conflict and ambiguity were lower when the contract between parents was more complete. Contract completeness...

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Bibliographic Details
Published in:Journal of applied psychology 2001-08, Vol.86 (4), p.764-773
Main Authors: Gong, Yaping, Shenkar, Oded, Luo, Yadong, Nyaw, Mee-Kau
Format: Article
Language:English
Subjects:
Administrative Personnel - psychology
Adult
Applied psychology
Biological and medical sciences
Boundary conditions
Chief executive officers
Chief executives
China
China - ethnology
Commerce
Conflict
Conflict (Psychology)
Costs and Cost Analysis
Cultural Characteristics
Cultural differences
Data Collection
Economics
Fundamental and applied biological sciences. Psychology
Human
Humans
International Cooperation
International Organizations
Joint ventures
Male
Managers
Miscellaneous
Multinational corporations
Occupational psychology
Organizational Behavior
Organizational Effectiveness
Psychological aspects
Psychology
Psychology. Psychoanalysis. Psychiatry
Psychology. Psychophysiology
Questionnaires
Role
Role ambiguity
Role Conflict
Role Conflicts
Role theory
Roles
Social workers
Sociocultural Factors
Statistical analysis
Studies
Top Level Managers
Transaction costs
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Description
Summary:Insights from transaction cost economics were used to study the boundary conditions underlying the role conflict and ambiguity of 265 CEOs in Chinese-based international joint ventures. Role conflict and ambiguity were lower when the contract between parents was more complete. Contract completeness fully mediated the effects of parent objective gap and parent formalization on role ambiguity but only partially so in the case of role conflict. Role conflict was lower when the foreign parent was dominant in the venture but higher when the local parent was dominant. Role conflict and ambiguity were inversely related to cultural distance. Neither construct had a detrimental effect on international joint venture performance. Implications for role theory are discussed.
ISSN:0021-9010
1939-1854
DOI:10.1037/0021-9010.86.4.764