Managing culture in IJVs: A sense-making perspective on Danish – Vietnamese cases

The purpose of this paper is to extend a cultural sense-making perspective to the context of international joint ventures. The dominant literature on cultural issues in this inter-firm setting has been criticized for relying on a narrow view of culture mainly as a country-level construct. The paper argues that dynamic aspects of culture as enacted by key individual actors and constructed in a given context are far more relevant and critical for the joint venture’s managerial process. With evidence from four Danish – Vietnamese joint ventures, the paper proposes a way of managing culture in IJVs through individual sense-making and mutual learning and adjustment as key to the process of cultural negotiation.