Partner Symmetries, Partner Conflict and the Quality of Joint Venture Marketing Strategy: An Empirical Investigation
Joint venture research has overlooked the potential impact of partner conflict on the quality of joint venture marketing strategy. We address this issue by developing formal hypotheses concerning the antecedents to and consequences of functional and dysfunctional conflict between joint venture parent organisations on joint venture marketing strategy. We then describe an empirical examination of our model. Data collection was undertaken via a mail survey of New Zealand joint venture companies. Forty usable responses were returned, corresponding to a response rate of twenty-five percent. Correlation analysis of the data indicates that the degree to which partners exhibit both functional and dysfunctional conflict is influenced by (a) the degree to which joint venture partners share strategic and operational fit, (b) partners' level of mutual commitment, (c) levels of mutual trust, (d) opportunistic behaviours and (e) the adoption of collaborative communication approaches. Furthermore, both functional and dysfunctional partner conflict appear to significantly influence the quality of joint ventures' marketing strategy formulation and implementation. We discuss the managerial implications forthcoming from these results.
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