Abstract
The study examined cultural adaptive behavior in international joint ventures, its key relationship contexts (e.g. relationship commitment and relative dependence), and influence of national culture. The hypotheses are tested with Chinese and US joint venture managers. Survey results show that cultural adaptation is driven by relationship commitment and relative dependence among both Chinese and US joint venture partners. However, the association between relative dependence and cultural adaptation is stronger among the Chinese than among the US managers. The findings have important implications for relationship management in international business.
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