How Do International Joint Ventures Build Legitimacy Effectively in Emerging Economies? CSR, Political Ties, or Both?
Research output: Journal Publications and Reviews › RGC 21 - Publication in refereed journal › peer-review
Author(s)
Related Research Unit(s)
Detail(s)
| Original language | English |
|---|---|
| Pages (from-to) | 387–412 |
| Journal / Publication | Management International Review |
| Volume | 59 |
| Issue number | 3 |
| Online published | 13 May 2019 |
| Publication status | Published - Jun 2019 |
Link(s)
Abstract
Legitimacy has been identified as an important factor influencing the survival of international joint ventures (IJVs). Yet empirical studies exploring IJV strategies for gaining post-formation legitimacy are scarce. This study examines how IJVs accumulate legitimacy after their formation in China. We identify two non-market strategies, namely corporate social responsibility (CSR) and political ties, and compare their effects on gaining two types of legitimacy: political legitimacy and market legitimacy. Data obtained from senior and middle IJV managers in China lends empirical support for the direct effects of CSR and political ties on IJV legitimacy-building. Surprisingly, we find that CSR has a stronger effect on gaining both political and market legitimacy than political ties. Furthermore, both political and market legitimacy contribute to IJVs’ performance.
Research Area(s)
- Corporate social responsibility, Market legitimacy, Political legitimacy, Political ties
Citation Format(s)
How Do International Joint Ventures Build Legitimacy Effectively in Emerging Economies? CSR, Political Ties, or Both? / Bai, Xuan; Chang, Jeanine; Li, Julie Juan.
In: Management International Review, Vol. 59, No. 3, 06.2019, p. 387–412.
In: Management International Review, Vol. 59, No. 3, 06.2019, p. 387–412.
Research output: Journal Publications and Reviews › RGC 21 - Publication in refereed journal › peer-review
