Business partner as well as the promotion of

business partner, as well as the promotion of commitment by the two venture partners all through
the lifespan of the international joint venture. The joint commitment often results in the creation
of some sense of shared identity amongst the partners, over and above facilitating the voluntary
cooperation and development of mutual trust amongst the two parent firms involved in the
international joint venture (Deresky, 2017). For that reason, the joint commitment amongst the
parent organizations involved in the joint venture tends to reduce the conflicts while at the same
time increasing the cooperation between the partners, as well as increases the sense of fairness
and ensures that the relationship between the partner organizations is stabilized. The aspect of
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mutual commitment also enhances the performance of the international joint venture directly
through its observed impact with regards to the alignment of the interests, as well as indirectly
through its impact on the minimization of potential conflicts (Deresky, 2017).
Trust as a Factor Affecting IJV performance
The development of trust amongst the parent organizations involved in the international
joint venture has additionally been disclosed to be a vital aspect that has the aptitude to
contribute to the success of various international joint ventures (Liu, Vredenburg & Steel, 2014),
and might be managed easily with the objective of enabling faster attainment of the various
objectives of the international joint ventures (Shi et al., 2016).
Culture as a Factor Affecting IJV performance
Lastly, culture is also another notable aspect that is perceived to be bound around the
international joint ventures every time, and this has resulted in a number of researchers
presenting the argument that culture tends to have an effect on the performance of the
international joint ventures (Hutzschenreuter, Kleindienst & Lange, 2016). According to
Hofstede, culture may be defined as “the joint programming of the mind that entails the
distinguishing of the members of a given human group from the other groups. As a result of the
above observation, Hofstede initially identified a total of four cultural dimensions, namely;
power distance, masculinity-feminity, uncertainty avoidance and individualism-collectivism, in
addition to later the fifth dimension, which is the Long-Term Orientation, and particularly
founded on the various Asian cultures (Liu, Vredenburg & Steel, 2014). The effects of culture on
international joint venture performance have always been noted to be the expansively assessed
variable in earlier researches (Park, Vertinsky & Becerra, 2015).
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Amongst the cultural dimensions of individualism and power distance are mainly
dissimilar amongst nations (Khan, Shenkar & Lew, 2015). In their study, Shi et al. (2016)
disclosed that the power distance was directly and positively connected to the senior