How to make a global joint venture work

Killing, J. Peter

doi:10.4324/9781315199689-21

Cited by 18 publications

(19 citation statements)

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“…and the individual monetary and long-term competitive gains taken by each partner. Making a collaborative agreement 'work' has generally been seen as creating the preconditions for value creation (Doz, 1988;Killing, 1982Killing, , 1983. There is much advice on how to be a 'good' partner (Goldenberg.…”

Section: Capturing Value Vs Creating Valuementioning

confidence: 99%

Competition for Competence and Inter-Partner Learning within International Strategic Alliances

Hamel¹

2020

Organizational Collaboration

161

210

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c T-Global competition highlights asymmetries in the skill endowments of firms. Collaboration may provide an opportunity for one partner to internalize the skills of the other, and thus improve its position both within and without the alliance. Detailed analysis of nine international alliances yielded a fine-grained understanding of the determinants of interpartner learning. The study suggests that not all partners are equally adept at learning; that asymmetries in learning alter the relative bargaining power of partners; that stability and longevity may be inappropriate metrics of partnership success; that partners niay have competitive, as well as collaborative aims, vis-a-vis each other; and that process may be more important than structure in determining learning outcomes.

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Section: Capturing Value Vs Creating Valuementioning

confidence: 99%

Competition for Competence and Inter-Partner Learning within International Strategic Alliances

Hamel¹

2020

Organizational Collaboration

161

210

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“…It is also worth highlighting publications in the group of leading practitioner-oriented journals (HBR, SMR, and CMR) as they address contemporary topics that reflect the interests of managers. Consequently, subjects changed quickly on challenges such as how to set up a successful IJV (Killing, 1982;Gomes-Casseres, 1989), concerns of technology drains to Japan (Reich & Mankin, 1986), global strategic alliances (Pearce, 1982;Perlmutter & Heenan, 1986;Ohmae, 1989;Bleeke & Ernst, 1991) to the opening of previously closed markets in China and Russia (Davidson, 1987;Lawrence & Vlachoutsicos, 1993;Osland & Cavusgil, 1996;Vanhonacker, 1997). While most of these topical papers have not been extensively cited, those from reputable scholars seeking to refine their more general ideas and research studies (e.g., on trust, real options, or knowledge exchange) for a managerial audience were generally referenced more often (e.g., Ariño, de la Torre, & Ring, 2001;Kogut & Kulatilaka, 1994;Inkpen, 1996).…”

Section: Ijv Research Published In Practitioner-oriented Journalsmentioning

confidence: 99%

“…Moreover, authors elaborated upon definitions of strategic alliances and joint ventures, described different forms, and referenced alternative market entry modes (Adler, 1966), and already began to tackle important issues such as objectives, JV management, knowledge flows, and success factors (Cary, 1958;West, 1959). Harvard Business School's 'Multinational Enterprise and the Nation' project initiated in the 1960s stimulated IJV research as it provided rich longitudinal data (Stopford & Wells, 1972) and led to systematic empirical studies in which IJVs took center stage (e.g., Franko, 1971;Killing, 1982).…”

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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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“…The worldwide trend of establishing joint ventures has increased in the past few decades, but with unsatisfactory results, particularly regarding the joint ventures between partners of different cultural values and conflict resolution strategies (e.g., Killing, ).…”

Section: Discussionmentioning

confidence: 99%

Institutional dimensions and conflict resolution strategy in international joint ventures: An empirical examination

Kwarteng

Dadzie

Famiyeh

et al. 2018

Thunderbird Intl Bus Rev

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This study examines the impact of the host-country institutional structures on the choice of conflict resolution strategy in the international joint venture (IJV). Using the survey method and relying on multiple regression, we demonstrate that there is a statistically significant relationship between institutional pillars and the choice of conflict resolution strategy in the international joint venture in the context of Ghana. In particular, we demonstrate that legalistic and forcing conflict resolution strategies are influenced by the regulative institutional pillar, while compromising and problem-solving conflict resolution strategies are impacted by normative and cognitive institutional pillars. The multigrouping analysis results show that the views and the choice of foreign partners on conflict resolution strategy differ from that of the local partners to the IJV. This study fills the gap by empirically testing the conflict resolution strategies of firms in relation to the role of regulative, normative, and cognitive institutional pillars of the host country. K E Y W O R D Sconflict resolution strategy, culture, Ghana, institutions, international joint venture

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How to make a global joint venture work

Cited by 18 publications

References 0 publications

Competition for Competence and Inter-Partner Learning within International Strategic Alliances

Competition for Competence and Inter-Partner Learning within International Strategic Alliances

On the future of international joint venture research

Institutional dimensions and conflict resolution strategy in international joint ventures: An empirical examination

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