EIJVEquity International Joint Venture
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During the early years of EIJV development, EIJVs tended to face their greatest problems as their parent companies developed a working relationship with each other.
The study reported here is a part of a larger ongoing international comparative study which has been conducted by one of the authors of this paper since 1985 to understand ways of increasing EIJV effectiveness.
The main dependent variable in our analysis is EIJV effectiveness.
Items 2-6 were chosen because our content analysis of EIJV documents of incorporation indicated that they were the most frequently mentioned goals (see also Dobkin et al.
Of the remaining 6, two were 50-50 EIJVs and one was a 40-40-20 EIJV.
In fact, a high statistical significance was found for a relationship between dissimilarity of parent industries and EIJV effectiveness as measured by GOALS (r=-0.
05) was found between Hofstede's Masculinity/Femininity Index and EIJV effectiveness as measured by INDEX.
A negative correlation was found between EIJV resource dependence and effectiveness.
After running individual correlation analyses of the various hypothesized variables, a stepwise regression procedure was also run to determine the best possible combination of factors correlated with EIJV effectiveness.
The finding of a positive relationship between implementing HRM practices based on host culture characteristics and EIJV effectiveness is consistent with Bangert and Poor's (1995) discussion of effective HRM practices in Hungary.
Our finding of a correlation between parent satisfaction with the EIJV equity distribution and effectiveness supports Ohmae's (1989) findings that an EIJV can be effective even when equity distributions within an EIJV are unequal, as long as all parties are satisfied.
Regarding parent:company industries, contrary to our hypothesis, it was found that dissimilar parent industries are more supportive of EIJV effectiveness in Hungary.