ROLE-CONFLICT AND ROLE AMBIGUITY OF CHIEF EXECUTIVE OFFICERS IN INTERNATIONAL JOINT VENTURES

This study examines the organizational and personal correlates of role conflict and role ambiguity of chief executive officers heading international joint ventures. Role conflict was found to be lower when the number of parent firms was higher and when the CEO had spent more years with the organization. Role ambiguity was found to be lower when the CEO had more years of education, when the Power Distance and Masculinity/Femininity gap between parents were lower, and when the Individualism/Collectivism and Uncertainty Avoidance gaps were higher. The implications of these findings for role theory and international management are discussed.