This article examines issues of level in the study of joint venture trust. In particular, we explain how international joint venture (IJV) trust can be conceptualized and measured at the person, group, and firm levels. To do this, we (1) provide a definition of IJV trust applicable to persons, groups, and firms, (2) promote alignment of levels of theory and measurement through the use of a 3×3 approach to guide researchers in identifying the level at which they are theorizing and the proper level of measurement, and (3) propose operational measures of IJV trust across levels and dimensions in order to lay a solid foundation for theory testing.

Why does knowing the nationality of the company help predict its financial leverage? Differences in institutional backgrounds provide only a partial answer to this question. This study suggests that national culture affects corporate capital structures. Empirical hypotheses, drawn from financial models and cross-cultural psychology, are tested against a sample of 5591 firms across 22 countries. Results show that countries with high scores on the cultural dimensions of “conservatism” and “mastery” tend to have lower corporate debt ratios. The effects are strong and remain significant even after accounting for differences in economic performance, legal systems, financial institutions, and some other well-known determinants of debt ratios.

We summarize the major findings of the sixth global survey of business school internationalization sponsored by the Academy of International Business (AIB). The survey covers various aspects of internationalization including: objectives, organizational issues, curriculum and faculty internationalization, foreign institutional arrangements, and satisfaction with progress achieved. The empirical results indicate that, across all dimensions, significant progress continued to be made in the internationalization of business schools.

This article reports the results of a field study that evaluated behavioral responses to low job satisfaction of participants in Hong Kong and New Zealand. Culture, measured by vertical and horizontal individualism and collectivism, had both main and moderating effects on responses. First, cultural groups responded differently to low job satisfaction with exit, voice, loyalty, or neglect. Second, culture moderated the effect of quality of job alternatives and job satisfaction on exit and loyalty, and moderated the effect of quality of job alternatives on voice.

A model is developed to explain the effect of national context on risk-related decisions. An essential feature of risk-related decisions is substantial uncertainty, or inadequate information, as well as significant consequences regarding future outcomes. We argue that differences in information flows and consequences across national institutional environments affect the perceived uncertainty of decision situations. For this reason, the institutional environment in which managers reside should play a fundamental and systematic role in influencing their perceptions of risk. We test our model on managers from two environments that contrast in terms of information and consequences related to risk, a free-market economy (the U.S.) and a centrally planned economy (the Czech Republic in 1992). Our results indicate that the institutional environment does indeed play a strong and systematic role in explaining managers’ risk-related decisions. Thus, national environment appears to be an important contextual condition to which the propensity to take risks is sensitive.

This study examines the effect of dimensions of national and organizational culture differences on international joint venture (IJV) performance. Based on data from a survey of executives from joint ventures between Indian partners and partners from other countries, we found that the presumed negative effect from culture distance on IJV performance originates more from differences in organizational culture than from differences in national culture.