Determinations of cultural adaptation in Chinese‐U.S. joint ventures

Bibliographic Data

ID20501642
AuthorsXiaohua Lin (0000-0002-6546-0951, University of Windsor, corresponding author)
Year2004
Volume11
Issue1
Pages35-47
Publication date2004-03-01
Open AccessNo
TypeARTICLE
VenueCross Cultural Management An International Journal (JOURNAL)
Journal identifiersISSN: 1352-7606 • E-ISSN: 1758-6089
PublisherEmerald (PUBLISHER)
DOI10.1108/13527600410797738
OpenAlexW2087755985
LanguageEN
Citations received1
References cited17

The study examined cultural adaptive behavior in international joint ventures, its key relationship contexts (e.g. relationship commitment and relative dependence), and influence of national culture. The hypotheses are tested with Chinese and US joint venture managers. Survey results show that cultural adaptation is driven by relationship commitment and relative dependence among both Chinese and US joint venture partners. However, the association between relative dependence and cultural adaptation is stronger among the Chinese than among the US managers. The findings have important implications for relationship management in international business

Business · Business administration · China · Chinese culture · Cross-cultural · Economic geography · Geography · International joint venture · Joint venture · Political science · Sociology · Anthropology · Customer Service Quality and Loyalty · Engineering · International Business and FDI · International Student and Expatriate Challenges · Psychology · Marketing

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