In addition, the IJVGM was asked to identify a second manager in the JVO (in addition to the IJVGM), two managers in the Russian parent, and two managers in the foreign parent who was most appropriate to complete the questionnaire.
The extent of control, JV organizational climate type, parent firm commitment, and parent firm national culture similarity are suggested to affect IJV performance, and thus controls must be built in when investigating how organizational climate similarity between parent firms and the JVO affects IJV performance.
Two independent variables are significant in the full model -- dissimilarity in resource contributions made by the parent firms and dissimilarity in the organizational climates of the JVO and the foreign parent.
It is also interesting to look at how dissimilar the various dimensions of organizational climate are between the JVO and Russian parent, JVO and foreign parent, and Russian parent and foreign parent.
The hierarchical nonparametric regression results shown in Table 3 indicate that it is most important for the JVO to focus its efforts on creating an organizational climate similar to that of its foreign parent (Hypothesis 2).
Consequently, because of the nature of the contributions from the two parents, it is important that the foreign parent and the JVO have similar organizational climates.
Since the Russian parent and the JVO are located very close to each other geographically (in our sample they are always located in the same town, and often even in the same block), the Russian parent is better able to gain a deeper understanding of the JVO, even if it has a different organizational climate.
The argument continues that a strong negative relationship between JVO and foreign parent organizational climate dissimilarity and performance, and between foreign parent and Russian parent organizational climate dissimilarity and performance, is not due to the dissimilarity hypotheses, but rather is a result of Russian organizations being ineffective.
The relative geographic location of the parent firms and the JVO leads to a transaction cost supported explanation for the observed results.
This study provides empirical evidence for how dissimilarity between parent firms and the JVO affects IJV performance.
It has also shown that, to achieve IJV success, it is important to minimize the dissimilarity in organizational climate between the JVO and the foreign parent and between the Russian parent and the foreign parent.
The study also shows that it is desirable to create an organizational climate at the JVO that is similar to the foreign parent's organizational climate.