How do International Joint Venture (IJV) Directors Contribute to Board Effectiveness Evidence from Practice

Jelena Petrovic, Nada Kakabadse and Andrew Kakabadse
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Jelena Petrovic: University of Wolverhampton
Nada Kakabadse: Northampton University
Andrew Kakabadse: Cranfield University

Chapter 8 in Global Boards, 2009, pp 197-216 from Palgrave Macmillan

Abstract: Abstract Despite the acknowledged importance of international joint venture (IJV) board directors for IJV success (Child, 1998; Bamford and Ernst, 2005) and the impressive amount of research into different aspects of IJV operations, such as motives for IJV formation, performance/instability, control, human resource management, inter-partner relationships and trust (Parkhe, 1998; Schuler, 2001; Yan and Luo, 2001; Werner, 2002; Reus and Ritchie, 2004), a review of the literature shows that insufficient attention has been given to examining IJV board functioning and the roles played by individual IJV directors in contributing to board effectiveness. Apart from certain insights concerning what IJV board directors are expected to do, what qualities they should display in their role and the issues they are likely to encounter, little is known about the nature of their behaviour and their contribution to board effectiveness. Consequently, our understanding of how directors of IJV boards contribute to board effectiveness is incomplete.

Keywords: Corporate Governance; Strategic Management Journal; Board Meeting; Board Director; Informal Communication (search for similar items in EconPapers)
Date: 2009
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-25051-2_9

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DOI: 10.1057/9780230250512_9

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