AIB 2012 Conference Proceedings - Academy of International ...
AIB 2012 Conference Proceedings - Academy of International ...
AIB 2012 Conference Proceedings - Academy of International ...
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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 />
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