Abstract
The focus of this thesis is an investigation into the performance of working relationships between local and expatriate employees in International Joint Ventures. Possible performance differentials of working pairs of expatriates and local UV employees are investigated. The literature reviewed and the existing theoretical framework that emerged, underlined the assumption that the performance of working relationships might impact on the overall success of international joint ventures. Initial exploratory research also underscored this. The research builds upon the existing theoretical framework and thus is an extension of research into UV performance differentials. Previous studies into international joint venture performance differentials tended to focus on external factors, resulting in a limited theoretical framework of how UV internal events might impact on the organisational performance. To allow for the investigation of UV internal processes, the research draws significantly on previous work examining Business Relationships (BRs) within international joint ventures. This study was conducted using qualitative research methodologies. The chosen research method, participant observational research, allows for an in-depth examination of the situation within a particular organisation, department and relationship. Limiting the scope of the research sample allowed for the collection of rich qualitative data. The research setting was within one particular international joint venture. Within this organisation, the research focus was on a set of ten working relationships between Chinese and German managers. These ten working relationships were presented with similar clearly communicated organisational goals, identical external circumstances and had comparable resources at their disposal. The performance of the ten relationships was measured and behavioural differences were noted, categorised and analysed. The use of a comparative approach allowed for an investigation of the possible contributors to performance differentials. These were subsequently identified and discussed. The derived findings support the theoretical case for research into working relationships within international joint ventures, as they show that within this sample there were differences in behaviour and thus in the relationship outcomes. The differing outcomes had consequences for the organisational performance of the international joint venture which were quantifiable and measurable. It was therefore concluded that the relationships investigated might be a contributing factor for international joint venture success. The patterns identified in the collected data lead to the identification of behavioural patterns within the relationships between local and expatriate employees of the international joint venture which might warrant further research. The analysis indicated that certain behavioural patterns were found in the successful relationships, while other patterns were prevalent in data of the failed teams. The findings contribute to the existing literature in the international joint venture field. This is discussed in detail, together with a discussion of how the findings have relevance for practitioners in the field of international joint venture management.