Implicit Incentives in International Joint Ventures An Experimental Study [Paperback]

Managers in international joint ventures work with resources contributed by investors from multiple nationalities. Fan Wu shows through a series of experimental studies among students and managers from China, South Korea, Germany, and the USA that cultural affinity between the manager and one of the investors and career perspectives with one of the investors are strongly motivating managers to make biased decisions. The two mechanisms can be used to balance each other out in staffing key positions in international joint ventures for optimal control over managerial decisions.

Implicit Incentives of International Joint Venture

Joint Venture Managers as a Common Agency

Expert Interviews among Sino-German Joint Venture and Parent Firm Managers

Cultural Affinity of Managers of International Joint Ventures

Career Perspectives for Managers of International Joint Ventures

The Effects of Former Acquaintance and Work Experience

Dr. Fan Wu received her Ph.D. in Management from the Otto von Guericke University of Magdeburg under the supervision of Prof. Dr. Birgitta Wolff (Chair in International Management).

Managers in international joint ventures work with resources contributed by investors from multiple nationalities. Fan Wu shows through a series of experimental studies among students and managers from China, South Korea, Germany, and the USA that cultural affinity between the manager and one of the investors and career perspectives with one of the investors are strongly motivating managers to make biased decisions. The two mechanisms can be used to balance each other out in staffing key positions in international joint ventures for optimal control over managerial decisions.

Managers in international joint ventures work with resources contributed by investors from multiple nationalities. Fan Wu shows through a series of exlӥ