Control, Conflict, and Performance: A Study of U.S.-Chinese Joint Ventures
基于1979-1989年中美合资企业数据，研究发现外方主导管理控制提升绩效，而合资伙伴间的冲突显著损害绩效。
This study was designed to test empirically the linkages between control, conflict, and performance using a sample of U.S.-Chinese joint ventures established in China during the period of 1979–1989. Data were gathered through a questionnaire survey among U.S. managers and personal interviews with both U.S. and Chinese general managers in the selected joint ventures. Results showed that dominant managerial control exercised by the foreign partner had a positive impact on the perceived joint venture performance. The study identified major areas in which conflict between joint venture partners occurred. Empirical evidence was found that conflict between joint venture partners significantly hindered joint venture performance.