Abstract
International joint ventures (IJV) management teams exhibit organizational commitment to multiple organizations: to the IJV, to the domestic parent, and to the foreign parent. Conflicting loyalties occur when there is an unbalanced commitment to these entities. An empirical study found that almost one third of the IJV managers sampled perceived conflicting loyalties in the IJV management team. The negative consequences of conflicting loyalties are discussed, and suggestions are offered for mitigating their effects.
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