MANAGING FOR AUTONOMY IN JOINT VENTURES - A LONGITUDINAL-STUDY OF UPWARD INFLUENCE

This article explores the relationships among influence, autonomy and control in a joint venture setting. It addresses the mechanisms available to joint venture (JV) managers to influence and gain compliance from parent firms. Control categories derived primarily from research on unified structures are explored in a new domain, an international joint venture. The beginning of new theory specific to relationships in joint ventures is developed based on causal maps of managerial perceptions. The results suggest that the use of upward influence to gain autonomy in a joint venture is different and more complex than in unified structures or among independent organizations.