The control dimensions in international joint ventures: influencing factors

The aim of this paper is to gain insight into the various control practices. This study investigated how partners exercise control over their international joint venture (IJV) relationships. This also provided a practical insight into how IJV partners can mange considerable tension and conflict yet still achieve their strategic objectives. In the first section, we outline some of the basic concepts of IJV control and give the rationale for its increasing relevance when facing cross-cultural joint ventures. We continue by addressing various aspects of IJV control, including a typology of control mechanisms. In the third and fourth sections, we discuss the methodology applied, and give an overview of the empirical fundamentals in terms of two cases, both IJV Australian/Indian dyads. In the fifth section, we discuss our three main findings. We have identified various sets of goal attainments in the dyads and two distinct types of IJVs, and found that control mechanisms are compounded, interrelated and dynamic. In the sixth section, we propose a conceptual model with a dual parent perspective of control and satisfaction in IJV’s. The paper ends with conclusions, implications, limitations and our proposal for further research.