Abstract
This study examines the organizational and personal correlates of role conflict and role ambiguity of chief executive officers heading international joint ventures. Role conflict was found to be lower when the number of parent firms was higher and when the CEO had spent more years with the organization. Role ambiguity was found to be lower when the CEO had more years of education, when the Power Distance and Masculinity/Femininity gap between parents were lower, and when the Individualism/Collectivism and Uncertainty Avoidance gaps were higher. The implications of these findings for role theory and international management are discussed.
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*Oded Shenkar is with the Faculty of Management, Tel Aviv University, Ramat Aviv, Tel Aviv 69978, Israel; and the College of Business at the. University of Hawaii-Manoa, Honolulu, Hawaii 96822. His main research interests are in comparative and international management. His edited book, Management in China, was published by M.E. Sharpe in 1991. Requests for reprints may be addressed to him at either address.
**Yoram Zeira is a member of the Faculty of Management at Tel Aviv University. His main research interest is in international human resource management, a field in which he has widely published and consulted.
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Shenkar, O., Zeira, Y. Role Conflict and Role Ambiguity of Chief Executive Officers in International Joint Ventures. J Int Bus Stud 23, 55–75 (1992). https://doi.org/10.1057/palgrave.jibs.8490259
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DOI: https://doi.org/10.1057/palgrave.jibs.8490259