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

In: Global Boards

Author

Listed:
  • Jelena Petrovic

    (University of Wolverhampton)

  • Nada Kakabadse

    (Northampton University)

  • Andrew Kakabadse

    (Cranfield University)

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.

Suggested Citation

  • Jelena Petrovic & Nada Kakabadse & Andrew Kakabadse, 2009. "How do International Joint Venture (IJV) Directors Contribute to Board Effectiveness Evidence from Practice," Palgrave Macmillan Books, in: Andrew Kakabadse & Nada Kakabadse (ed.), Global Boards, chapter 8, pages 197-216, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-25051-2_9
    DOI: 10.1057/9780230250512_9
    as

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