Abstract
This research investigates the effects of cultural characteristics, awareness of international joint ventures (IJVs) importance, commitment, and team commonality on team and IJV performances. This study employs a database of IJV firms from the Thailand Board of Investment and an original survey conducted of IJV top managers via a mailed questionnaire. Data was analyzed using ordinary least square regression. The results indicate the cultural characteristics of IJV managers have no significant effect on the awareness of IJV importance while individualism and power distance show significant effects on commitment. Also, uncertainty avoidance and power distance exhibit a significant positive impact on team performance. Subsequently, IJV importance awareness mediates between commitment and cultural characteristics to some degree, while individualism and power distance significantly alter commitment. In addition, uncertainty avoidance and power distance exhibit a significant positive impact on team performance, while team commonality reveals no moderating effect.
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