Building effective international joint venture leadership teams in China

Jiatao Li, Katherine R. Xin, Anne Tsui, Donald C. Hambrick

Research output: Contribution to journalArticlepeer-review

107 Scopus citations


An overlooked factor affecting the success or failure of international joint ventures is the effectiveness of the leadership teams put in charge. In this paper, we analyze the special features of leadership teams in Chinese-foreign joint ventures and identify ways to improve their effectiveness. We identify five key elements of the IJV leadership team - composition, process, structure, incentives, and the leader's behaviors - that have important implications for IJV success. Our analysis is based on the literature on top management teams, cross-cultural behavior, international joint ventures, and our own in-depth interviews with leadership teams from international joint ventures in China.

Original languageEnglish (US)
Pages (from-to)52-68
Number of pages17
JournalJournal of World Business
Issue number1
StatePublished - 1999

All Science Journal Classification (ASJC) codes

  • Business and International Management
  • Finance
  • Marketing


Dive into the research topics of 'Building effective international joint venture leadership teams in China'. Together they form a unique fingerprint.

Cite this