This paper examines how strategic orientations contribute to differentiation capability building of international joint ventures (IJVs) in emerging markets. Based on a multi-source dataset of 156 IJVs in China, we find that technology orientation has a stronger positive effect on IJV differentiation capability than customer orientation; such effect is contingent on cultural distance and foreign parent control. Technology orientation leads to stronger differentiation capability when cultural distance is smaller, foreign ownership is higher, and operational control is greater. Customer orientation is more beneficial when cultural distance is larger, operational control is lower, and communication with headquarter is more effective.