Abstract
Different from previous research that focused on the formation phase of partnering processes in joint ventures, this study focuses on the post-formation phase and argues that partner interaction processes of communication, cooperation, and conflict resolution play a key role in the implementation and management of joint
ventures. We examine how organizational culture differences (OCD) and integration
acculturation strategy (IAS) affect international joint venture (IJV) performance
through the mediation of partner interaction processes. We develop hypotheses and
test them by survey data from 202 executives of IJVs in India. The results suggest
that the interaction processes fully mediate the negative effect of OCD but partially
mediate the positive effect of IAS on partners satisfaction with the joint venture
performance. We discuss the implication of these findings for research and practice
on post-formation management of IJVs
