Although previous work has separately investigated various aspects of strategy, human resource management (HRM), international joint ventures (IJVs) and transition economies, the present research aims to integrate these research streams and to investigate how HRM policy and practice contribute to the accomplishment of IJV strategic objectives in the central east European con text. Further, implications are drawn for how HRM activities have contributed to the organizational learning of new values or behaviours, especially for local managers and employees. Data was collected for this project through inter views, questionnaires and field observation in joint ventures located in Poland, Hungary and the Czech Republic. The findings suggest the conditions neces sary to encourage employee performance, satisfaction, and learning in joint ventures in transition economies. The specific areas elaborated include: (1) sharing responsibility between local and foreign managers; (2) how to develop a new corporate culture that focuses on quality and results; (3) how training contributes to the learning of new values and skills, and (4) how rewards are structured to provide incentives for new behaviour.
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