Exploring social control design in emerging market international joint ventures

Purpose The purpose of this study is to explore the dynamics of social control in emerging market (EM) international joint ventures (IJVs). In particular, the study draws on the social exchange theory to examine the factors that influence the use of specific social controls in an EM IJV. Design/methodology/approach The study’s contribution is developed in the context of a Nigerian Chinese IJV. Data for the inquiry comes from 20 semi-structured interviews with senior and mid-level employees of the IJV and its parent firms. This was supplemented with observational data. Findings The study reveals that knowledge transfer, cultural adaptation, and trust-building are the factors that contribute to shaping the IJV’s adoption of specific social controls, namely, training, socialization, communication, and site visits. In addition, each social control is influenced by a combination of factors rather than a single factor. Originality/value The study provides a holistic understanding of how social control is designed in EM IJVs drawing from multiple perspectives involving the IJV firm, and local and foreign partners. It also uncovers the complementary role of factors in the use of specific social controls in an IJV from a Nigerian context.