Top Management Team, Role Stress, and International Joint Venture Performance

This study investigates determinants of role conflict and role ambiguity of top management team (TMT) of international joint ventures. In addition, the study examines relationship between role conflict and role ambiguity of TMT and performance of international joint ventures (IJVs). The study shows that environmental factors, TMT composition attributes, and IJV attributes all play crucial role in determining of role conflict and role ambiguity of TMT of IJVs. On the other hand, role conflict and role ambiguity although encourage TMT to learn, they have negative impact on IJV performance. The study concludes by providing implications for both theorists and managers.