Stuck in Limbo: how sensemaking discrepancy over strategy-related performance leads to disjointed collaboration in an international joint venture

A major issue in international business is why many International Joint Ventures (IJVs) fail to live up to partners’ expectations. Research into why IJVs underperform centres on differences between partners’ equity, resources, technical knowledge and cultural values, but seldom internal sensemaking conflicts. We address this research gap: specifically, the sense managers make of their own and their partner managers’ perceived performance in relation to strategy practices, and the effects of sensemaking upon collaboration. Some IJV studies examine outright organizational failure, but we focus on a common situation where partner firms’ expectations about each other’s performance are not met. Our case is a major Sino-New Zealand dairy IJV in a Limbo-like state of severe sensemaking discrepancy. Here, managers struggled to perform strategy effectively in a context of mutual misunderstanding and profound miscommunication, rooted in sensemaking differences. Using a strategy practice lens, we explore how this sensemaking discrepancy arose over organizational identity, learning and experience, strategizing, communication and trust. This eroded meaningful cooperation over strategy, leading to disjointed collaboration: a new concept capturing a state of compromised engagement, where the IJV continued operationally, but collaboration became increasingly difficult. We provide a theoretical framework to help understand sensemaking discrepancy in IJVs, based on a reconceptualization of sensemaking discrepancy in terms of own and others’ expected and perceived performance. We also offer essential practice-based insights into cognitive barriers to strategy collaboration.