Dialectical tensions and path dependence in international joint venture evolution and termination

Pajunen, Kalle; Fang, Liang

doi:10.1007/s10490-011-9267-3

Cited by 20 publications

(17 citation statements)

References 70 publications

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“…Subsequent decisions are, consequently, path-dependent, such as choosing the partner for a reverse IJV (Hong & Lee, 2015). Future research may therefore transform the general concept of path dependency to the IJV context (see, for an attempt, Pajunen & Fang, 2013) and may address research questions such as: To what extent are decisions to establish an IJV and/or with a specific partner the first choice of the partner firms? What consequences did their decisions have on subsequent strategic alliances and partner decisions?…”

Section: Beyond Static Views: Incorporating Time Issues and Variabilitymentioning

confidence: 99%

On the future of international joint venture research

2019

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International joint ventures (IJVs) are an important type of international strategic alliance (ISA) and have been studied by scholars for decades, resulting in a plethora of empirical studies, publications, and reviews, yet an inadequate accumulation of knowledge exists, as a closer look reveals. Much more than providing a summary and critical assessment of past contributions, this paper develops an expansive research agenda based upon a deep understanding of past research and comprehensive frameworks that distill this research. We identify a number of research opportunities that would not only advance IJV research but also closely related literatures and disciplines such as ISAs, theories of the multinational firm, international business research, and strategic management.

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Section: Beyond Static Views: Incorporating Time Issues and Variabilitymentioning

confidence: 99%

On the future of international joint venture research

2019

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“…Coming to survival resp. termination/failure of an ISA (Pajunen and Fang 2013 ; Dadfar et al 2014 ), qualitative studies in particular used this term as their target construct (Ariño and La Torre 1998 ; Hambrick et al 2001 ; Watts and Hamilton III 2007 ; Pajunen and Fang 2013 ).…”

Section: Content-related Resultsmentioning

confidence: 99%

Organizational behavior in international strategic alliances and the relation to performance – a literature review and avenues for future research

Süß

2022

Manag Rev Q

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This paper presents a systematic literature review of the research on behavioral factors influencing the performance of international strategic alliances. After capturing the relevance of the research field, we observe the distribution of publications and derive quantitative metrics. Further, we focus on the terms related to alliance performance used in this research domain. Then, the results regarding the behavioral factors of influence on the individual, group-related and organizational level and their relation to alliance performance are stated. Our analysis ascertains that some factors are present on at least two behavioral levels and are understood differently on each level, leading to a certain multidimensionality. Therefore, we develop a categorization that cross all behavioral levels based on four broad categories: relational factors, learning and knowledge, conflict, and other (unrelated) factors. Based on this analysis, we identify avenues for future research. Beside methodological needs for research, gaps concerning the multidimensionality we recognized and various influencing factors are identified, as ambiguous results are apparent or other factors have been scarcely analyzed so far.

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“…However, as breadth and depth increase, without proper governance over knowledge sharing, there is a substantial risk of sensitive knowledge being shared to opportunistically favor one firm over another (Gans and Stern, 2003;Jarvenpaa and Majchrzak, 2016;Laursen and Salter, 2014). Risks to a focal firm of releasing too much or the wrong information include loss of competitive position, damaged reputations and stolen intellectual property (Faems et al, 2008;Matusik and Hill, 1998;Pajunen and Fang, 2013). Yet, if the partner firms do not share their knowledge with each other, the joint problem that the OI project is solving will not be correctly defined during the problem definition phase or resolved during the solution development phase (Jarvenpaa and Majchrzak, 2016).…”

Section: The Mediating Role Of Process Control and Outcome Controlmentioning

confidence: 99%

Knowledge search breadth and depth and OI projects performance: a moderated mediation model of control mechanism

Wang

Brunswicker

Majchrzak

2021

JKM

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Purpose This study aims to investigate the effects of project-level external knowledge search breadth and search depth on the innovation performance of open innovation (OI) projects in large firms; it further considers these effects mediated by two forms of control mechanisms (process and outcome control) when the level of project complexity and the two stages of a project – early (problem definition) and late (solution development) – are taken into account. Design/methodology/approach Based on a survey of 187 managers responsible for an OI project, the authors use theory on behavioral-based control mechanisms to explore whether the effect of external knowledge search breadth and depth on OI performance is contingent on having the right levels of control mechanisms in place. Findings The results showed that the control mechanism mediates the relationship between external knowledge search breadth and depth and OI project performance. Furthermore, project complexity is an important moderator of these effects, especially for outcome control. Originality/value A better OI project’s performance is not achieved by external knowledge search breadth and depth alone, but by building process and outcome control mechanism on it to balance knowledge sharing and protecting tension. Furthermore, Outcome control is only helpful with less complex OI projects.

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Dialectical tensions and path dependence in international joint venture evolution and termination

Cited by 20 publications

References 70 publications

On the future of international joint venture research

On the future of international joint venture research

Organizational behavior in international strategic alliances and the relation to performance – a literature review and avenues for future research

Knowledge search breadth and depth and OI projects performance: a moderated mediation model of control mechanism

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