The cultural context of learning in international joint ventures

Shimin Liu, Russ Vince

Research output: Contribution to journalArticlepeer-review

34 Citations (SciVal)


Currently, learning in international joint ventures between developing and developed countries tends to be viewed as a one-way process, with Western partners assuming superiority in both technology and management. Learning is often dominated by the rational drive to achieve organisational effectiveness without sufficient attention to cultural differences, which has created problems of mutual understanding. In this paper we examine learning processes in Chinese-Western joint ventures as well as the cultural context where learning is taking place. We argue that improved management of joint ventures lies in the process of collective learning of joint venture partners. To achieve this, it is important for partners from diverse cultures and socio-economic backgrounds to understand the different modes of managing and organising. We illustrate this with examples from our study of Chinese-Western joint ventures.

Original languageEnglish
Pages (from-to)666-675
Number of pages10
JournalJournal of Management Development
Issue number8
Publication statusPublished - 1 Nov 1999


  • China
  • Cross-cultural management
  • Joint ventures
  • Organizational learning

ASJC Scopus subject areas

  • Business, Management and Accounting (miscellaneous)
  • History


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