One way of understanding complex business relationships is to consider them as consisting of more or less interconnected arenas where companies carry out various activities. These arenas must be controlled, but the ability to control one arena is affected by firms' actions in other arenas, so-called spillover effects. However, research on corporate relationships rarely considers this dynamic and we therefore ask "what strategies do firms use to manage negative and positive spillover effects in complex corporate relationships?". International business relationships are further complicated by the fact that the parties to the relationship are in different institutional contexts. Unconscious as well as active resistance to governance systems perceived as inappropriate in a local context may give rise to the emergence of hybrid forms of governance. Although research on international business has begun to take an interest in hybridization, studies focusing on governance are largely lacking. We therefore ask, "what do hybridization processes (with a focus on governance) look like in the context of complex international business relationships?". We will address these questions through empirical research, mainly in the form of in-depth, complementary interviews within ongoing studies.