How to retain local senior managers in international joint ventures : The effects of alliance relationship characteristics

Research output: Journal Publications and Reviews (RGC: 21, 22, 62)21_Publication in refereed journalpeer-review

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Original languageEnglish
Pages (from-to)986-994
Journal / PublicationJournal of Business Research
Issue number9
Publication statusPublished - Sep 2008


How can international joint ventures keep their local senior managers from quitting? Drawing on international business literature, social exchange theory, and social integration theory, this study examines how the characteristics of an alliance relationship affect local senior managers' turnover intentions. The findings from 139 ventures in China show that decision-making participation and social integration help retain local senior managers. However, the effects of participation and social integration decrease with high levels of foreign ownership control. Implications for researchers and practitioners are discussed. © 2007 Elsevier Inc. All rights reserved.

Research Area(s)

  • International joint ventures, Participation in strategic decision making, Social integration, Turnover intention