24.12.2014 Views

AIB 2012 Conference Proceedings - Academy of International ...

AIB 2012 Conference Proceedings - Academy of International ...

AIB 2012 Conference Proceedings - Academy of International ...

SHOW MORE
SHOW LESS

You also want an ePaper? Increase the reach of your titles

YUMPU automatically turns print PDFs into web optimized ePapers that Google loves.

SUNDAY<br />

performance dissatisfaction, more radical measures <strong>of</strong> control become likely, such as revision <strong>of</strong> the contract or<br />

even the termination <strong>of</strong> the venture. (For more information, please contact: Linda Hy Hsieh, University <strong>of</strong><br />

Birmingham, United Kingdom: h.hsieh@bham.ac.uk)<br />

Knowledge, Trust and Pixie Dust: Understanding the Complexities <strong>of</strong> Trust in IJVs<br />

Mikelle A. Calhoun, Georgia Southern University<br />

Akhadian S. Harnowo, Georgia Southern University<br />

A critical commodity in international joint ventures ("IJV") is knowledge. IJV success <strong>of</strong>ten hinges on internal<br />

knowledge transfer. However, trust is required for the freest flow <strong>of</strong> information and trust is more difficult<br />

across cultures. The first contribution <strong>of</strong> this paper concerns the problem <strong>of</strong> trust and knowledge balance in<br />

IJVs. Sometimes partners bring to the venture knowledge with a similar level <strong>of</strong> value – both high or both<br />

low. The knowledge value contributed is balanced. In other IJVs, one partner contributes knowledge with higher<br />

value than the other. This imbalance creates higher risk for the former and the latter has a greater need to be<br />

trusted to gain access to the knowledge. Trust becomes the commodity that facilitates full and complete<br />

internal transfer <strong>of</strong> knowledge. The second contribution <strong>of</strong> this paper concerns liability <strong>of</strong> foreignness ("LOF")<br />

that attaches to the partner who needs to build trust. That partner does not have complete knowledge <strong>of</strong> the<br />

other partner's market and culture, which hinders trust-building efforts. Analysis explains how LOF complicates<br />

the IJV trust problem and reveals LOF is a problem that does not always or only attach to the foreign firm in the<br />

IJV. (For more information, please contact: Mikelle A. Calhoun, Georgia Southern University, USA:<br />

pr<strong>of</strong>.calhoun@gmail.com)<br />

Session: 1.4.8 - Competitive<br />

Track: 8 - Developing Country MNCs<br />

Institutions, Institutional Change and <strong>International</strong>ization <strong>of</strong> Developing Economy Firms<br />

Presented On: July 1, <strong>2012</strong> - 14:30-15:45<br />

Chair: Aya Chacar, Florida <strong>International</strong> University<br />

Business Groups, <strong>International</strong>ization and Institutional Change: Evidence from India<br />

Vikas Kumar, University <strong>of</strong> Sydney<br />

Tamara Stucchi, Copenhagen Business School<br />

Sumit K. Kundu, Florida <strong>International</strong> University<br />

Business group affiliation is an important determinant <strong>of</strong> firm economic performance in the context <strong>of</strong> emerging<br />

economies. However, relationship between business group affiliation and internationalization <strong>of</strong> firms remains<br />

unclear. In the context <strong>of</strong> internationalizing emerging economy firms, many <strong>of</strong> which are affiliates <strong>of</strong> larger<br />

business groups, the question <strong>of</strong> whether such an affiliation serves as a boon or bane in firm internationalization<br />

is one <strong>of</strong> critical importance. We argue that institutional changes play an important role in shaping the<br />

relationship between business group affiliation and the degree <strong>of</strong> internationalization. Our results, based on<br />

empirical analysis <strong>of</strong> Indian firm data, indicate a negative relationship between business group affiliation and<br />

the degree <strong>of</strong> internationalization during the initial period <strong>of</strong> major institutional change. In the latter period with<br />

greater institutional stability, the negative relationship fades away. Our findings imply that advantages <strong>of</strong><br />

business group affiliation are location bound and do not easily confer to international operations. Also, business<br />

group firms are slower than unaffiliated firms to adapt to a new institutional environment in times <strong>of</strong> significant<br />

institutional changes. (For more information, please contact: Vikas Kumar, University <strong>of</strong> Sydney, Australia:<br />

vikas.kumar@sydney.edu.au)<br />

<strong>AIB</strong> <strong>2012</strong> <strong>Conference</strong> <strong>Proceedings</strong><br />

Page 63

Hooray! Your file is uploaded and ready to be published.

Saved successfully!

Ooh no, something went wrong!