Parent contribution and organizational control in international joint ventures
研究了国际合资企业中，外国和本地母公司的资源贡献如何影响它们对产出、流程和社会控制的使用，基于中国样本发现不同资源贡献与控制类型的关系。
Abstract Organizational control scholars have recently noted how control use is not singular in organizations, but rather, different types of control are used to achieve different purposes. In international joint ventures (IJVs), we suggest that output, process, and social control are exercised by both foreign and local parent firms. We then hypothesize that a parent firm's usage of these three control types is influenced by its resource contributions. Using a sample of IJVs in China, we find that property‐based contribution is linked with output and process control, and knowledge‐based contribution is related to process and social control. The results also show differences in control practices between foreign and local parent firms. The findings provide important implications for the design and implementation of control systems in IJVs.