International Joint Ventures

Abstract

Although international business appears to be georgraphically boundless, it is limited by the effectiveness of its strategies for managing subsidiaries overseas. The development of a conceptual scheme based on managing international joint ventures (IJVs) is far behind the increase in popularity of these types of strategic alliances. This article offers an integrative framework based on the development of a new paradigm for strategic human resource management in IJVs. The external and internal consistency of key strategic planning methods is examined in both environmental and organizational contexts and related to concepts of fit and flexibility in the IJV domain. Research propositions and implications for future study are developed to guide the further refinement of theory and research on international joint ventures.