Strategic, Organizational, And Cultural Fit: Effects on Performance in China-U.S. Joint Ventures‪.‬

INTRODUCTION The determinants of high-performance in joint ventures (JVs) have been extensively studied. Many scholars have offered insights into factors that affect economic and other measures of JV success or failure. Recently, part of the literature has converged on particular specific important categories of factors, unified by the concept of fit. Based on the literature, we argue and test for the primacy of three particular fit-related factors' effects on JV performance. Our work rigorously explores the effects of all three of these factors on JV performance. Using detailed data comprised of over 80 recent China-U.S. joint ventures operating in China, this primarily empirical article scrutinizes the impact of strategic, organizational and cultural fit on JV performance. The arena of China-U.S. equity-based joint ventures is rich and diverse, providing an appropriate venue for a study of the three specified categories of partner-fit.