ABSTRACT
In this chapter, we review the major controversies on performance assessment in international joint ventures with respect to the multiple perspectives on performance held by different parties in the venture, the diverging performance measures, and the effect of timing in measuring performance. Drawing on research on organizational effectiveness, we present an integrative framework in which the goals/objectives of the major strategic constituencies of the venture are used as the foundation of performance measurement. We argue that the achievement of these goals/objectives (both set at founding and emerged or changed over time) is the most realistic and appropriate measure of joint venture success.
