Article ID | Journal | Published Year | Pages | File Type |
---|---|---|---|---|
1018611 | Journal of Business Research | 2008 | 9 Pages |
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.
Related Topics
Social Sciences and Humanities
Business, Management and Accounting
Business and International Management
Authors
Julie Juan Li,