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

Julie Juan Li

doi:10.1016/j.jbusres.2007.12.001

Author(s)

Julie Juan Li

Related Research Unit(s)

Department of Marketing

Detail(s)

Original language	English
Pages (from-to)	986-994
Journal / Publication	Journal of Business Research
Volume	61
Issue number	9
Publication status	Published - Sept 2008

Link(s)

DOI	DOI https://doi.org/10.1016/j.jbusres.2007.12.001 Final Published version
	Check@CityULib
Link to Scopus	https://www.scopus.com/record/display.uri?eid=2-s2.0-44749084602&origin=recordpage
Permanent Link	https://scholars.cityu.edu.hk/en/publications/publication(73638acd-4965-41dc-889e-7106638f612b).html

Abstract

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.