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Reports the results of an interview and field survey study on
management issues in 25 Sino‐foreign joint‐venture companies. Joint
ventures are shown to have three special characteristics:
transformation, system and management. Compatibility issues, in terms of
values, motives, leadership styles, are cultural, social and structural.
Proposes three managerial psychology strategies to improve management of
joint ventures further. Suggests some useful predictors and criteria for
the assessment and evaluation of joint‐venture effectiveness.

The effect of knowledge about the distribution of information on knowledge transfer was examined to understand why some organizations are able to benefit from personnel mobility while others are not. The authors proposed that shared context moderated the effect of knowledge about distributed
information on knowledge transfer, particularly the information pooling process. The hypotheses were tested in an experimental condition (N = 240). As predicted, knowledge of distributed information interacted with shared context to affect knowledge transfer. Two mediated moderation
effects help explain this finding. Shared context moderated the effect of knowledge about distributed information with information pooling, which in turn was positively associated with group performance. Moreover, information sharing partly mediated the interactive effect of knowledge of distributed
information with shared context.

The focus of human resource management has shifted from traditional topics to concepts such as globalization and international strategy. Management styles of Chinese‐Japanese and Chinese‐foreign joint ventures have been important areas of HRM research. Modern Chinese HRM practices and thinking are rooted in the cultural traditions of the country. Japanese cultural and geographical history has affected its business practices. Discusses Chinese and Japanese cultural characteristics in relation to business management and reviews the research literature. Presents the research study of Chinese‐Japanese joint venture management on which other articles by the same authors are based.

A change in leadership styles is a key characteristic of joint ventures.
Overseas managers often use an adaptation of their home culture.
Discusses the findings of the survey presented in the previous article
in terms of leadership styles and their resulting organizational
effectiveness in joint ventures with different structural features.
Presents four functional dimensions of leadership style: expectancy;
sentiment; informativeness; and trustworthiness. Indicates these are
particularly crucial for international joint ventures where cultural and
managerial compatibility is most important in achieving organizational
success.

Social and psychological factors such as self‐responsibility and
collectivist value orientation are crucial to understanding the dynamics
of joint venture management. Tests the hypothesis that structural
factors influence the socio‐psychological orientation of managers in
terms of self‐responsibility and collectivist values which, in turn,
affects the performance of companies. Discusses the findings from
interviews and questionnaires with 151 top and middle managers from 72
companies. Found that top managers have a higher internally determined
self‐responsibility and a stronger group adaptation value orientation
than middle managers. These factors are crucial indicators of managerial
performance in joint ventures. Therefore the results support the
hypothesis.

In the past three decades, many studies have emerged to conceptualize the changing state-society relations in China. Yet, less attention has been paid to what kinds of social sector organizations these competing or conflicting studies were empirically examining. This lack of a synthesis of the organizational foundations of these studies has resulted in fragmentation and weak generalization of the arguments on Chinese state-society relations. To address this issue, this article systematically reviews the organizational bases in the extant literature on the Chinese state-society relations. It then constructs an inclusive organizational framework, social value chains (SVCs), for future research by combining two mainstream organizational forms in extant research with two understudied organizational types. This new organizational framework includes four types of social sector organizations: infrastructure organizations, financial organizations, support organizations, and operating organizations. This article concludes by revealing potential applications of the new organizational framework to guide future research on state-society relations in China.

Perceived risk in employment and organizational trust were integrated into the development of organizational commitment, based on key factors in the social exchange process. The results show that perceived risk in employment correlated negatively with organizational trust and organizational
commitment, and that organizational trust correlated positively with organizational commitment. Moreover, organizational trust acted as a partial mediator between perceived risk in employment and organizational commitment.