ABSTRACT Examples of international joint ventures (IJVs) abound in the intercultural business literature but provide relatively few insights into how interlocutors experience communication at the interorganisational interfaces of these hybrid organisational forms. This article presents findings from a case study of a Sino-New Zealand IJV that sought to understand interorganisational communication from the key actors’ points of view. It revealed that misalignment between these interlocutors’ expectations about communication created a dysfunctional hybrid form of interface communication that frustrated both companies and put their collaboration at risk. Key actors’ accounts of this communication were examined to understand this dysfunction and develop a model for fostering constructive hybridised communication. This proposes that, rather than inhibiting constructive collective action, hybridity can allow the IJV to flourish if it is deliberately harnessed through the application of a mutually agreeable model of engagement established prior to a formal IJV agreement being made.

中文翻译：

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调和国际合资企业中的多种现实：在公司间接口处故意促进沟通混合的案例

摘要跨文化商业文献中有许多国际合资企业（IJV）的例子，但对于对话者如何在这些混合组织形式的组织间界面体验交流的见解很少。本文介绍了对中新新西兰合资企业进行案例研究的结果，该案例旨在从关键参与者的角度了解组织间的沟通。结果表明，这些对话者对沟通的期望之间的不一致导致界面通信的混合功能失调，这使两家公司感到沮丧，并使他们的合作处于危险之中。审查了主要参与者对此种交流的叙述，以了解这种功能障碍并建立了促进建设性的混合交流的模型。这建议，